Facilities Management Journal July 2023

kpm media Unit 1 Mill Place, Platt Business Estate, Maidstone Road, Sevenoaks, Kent TN15 8TB Tel: 01322 662289

Editor Sara Bean sara.bean@kpmmedia.co.uk

Assistant Editor & Social Media Development

Sarah O’Beirne sarah.obeirne@kpmmedia.co.uk Tel: 01322 476815

Director & Designer Warren Knight warren.knight@kpmmedia.co.uk Mob: 0780 1947757

Sales Director Danny Grange danny.grange@kpmmedia.co.uk Mob: 07867 418994

Business Administrator Maxine Howell maxine@kpmmedia.co.uk

Accounts Diane Jarvis accounts@kpmmedia.co.uk Group CEO Nigel Copp nigel.copp@kpmgroup.co.uk

Editorial steering committee

Alan Hutchinson, Facilities Director, Howard Kennedy LLP

Charles Siddons, Head of Operations, NHS Property Services

Darren Miller, NBCUniversal, VP for International Workplace, Facilities & Real Estate

Ian Wade, Head of UK Estates, British Medical Association

Lucy Hind, Senior FM Lecturer, Leeds Beckett University

Marie Johnson, Head of Workplace & Wellbeing, Nominet

Russell Wood, Facilities Manager at Dentsu Aegis Network

Russell Burnaby, Head of FM, Regeneration and Environment, Brent Council

Simon Francis, Director of Estates and Facilities, The Institute of Cancer Research

Simone Fenton-Jarvis, Group Director of Workplace Consultancy and Transformation, Vpod Solutions

Stephen Bursi, Facilities Lead, BAE Systems

Wayne Young, Facilities Manager - Chair People Management SIG,IWFM

SUPPORTED BY

During the two-day London UNWORKING Conference, (page 10) which delved into the future of work, real estate, technology and innovation, it was agreed that providing an occupant centric space supported by interactive technology could not only contribute to retaining talent but help address falling o ce occupancy levels.

Research by Advanced Workplace Associates has found that those working in the financial industry now go into the o ice just 1.3 days a week, and AWA Founder Andrew Mawson predicts that leaders who want to get more people back in the workforce, need to design work to fit the way people live, the technology they use, and the opportunities brought to them through flexible working.

It was recently reported that due to the e ect of hybrid working, banking group HSBC is to move from its Canary Wharf HQ for a redevelopment in BT’s former head o ice in City of London. It’s part of a plan to cut its global o ice footprint by around 40 per cent while providing a more flexible and dynamic workspace.

At the conference, Chris Higgins, Senior Programme Director of Workplace Real Estate & Facilities for GSK confirmed the pharmaceutical giant’s plans to downsize into a new building in central London from its Brentford headquarters. The intention he explained is to provide employee accessibility and inclusion in whatever environment they’re in, whether the o ice or at home.

For more insights into helping employees feel inspired, valued, connected, supported and included, the feature on the Workplace Oooh on page 24 is based on a report by interiors specialists Claremont on how to create a workplace destination that not only satisfies workers’ practical needs but their emotions as well.

As Unworking concluded, rather than fixing rigid routines of being physically present at the o ice, FMs need to embrace a more flexible approach that combines in-person collaboration and social interaction with remote work.

© Copyright 2023 kpm media

The publisher does not necessarily agree with the views and opinions expressed by contributors. No material may be reproduced in part or whole without written permission from the editor. Editorial contributions are accepted on an all-rights basis only. Letters to the editor may be published in their entirety or in edited form and remain the property of kpm media. While due care is taken to ensure the accuracy of information contained in this magazine, the publishers cannot be held responsible for any errors in editorial articles or advertisements. Subscriptions are available to non-qualifying and overseas readers at £120 p.a. (UK), £160 p.a. (EU countries) and £240 p.a. (overseas-other).

As always, we’d welcome your feedback about any aspect of the magazine, together with your insight into what’s happening in the FM sector.

sara.bean@kpmmedia.co.uk

HUMAN NATURE: AT ITS BEST

Creating, maintaining and sustaining better landscapes and biodiverse habitats

GROUNDS MAINTENANCE

WINTER GRITTING, SNOW CLEARANCE, SALT SUPPLY SERVICES

HARD AND SOFT LANDSCAPING

BIODIVERSITY NET GAIN (BNG) ASSESSMENTS AND SOLUTIONS

ECOLOGY SURVEYS AND CONSULTANCY

LANDSCAPE ARCHITECTURE

ELECTRIC VEHICLE (EV) CHARGE POINT INSTALLATION

TREE SURVEYS AND TREE SURGERY

POTHOLE REPAIRS AND CIVIL WORKS

SUSTAINABLE URBAN DRAINAGE SYSTEMS (SUDS)

NEWS & ANALYSIS

FMJ NEWS

06

THIS MONTH...

FEATURES

This month’s summary of everything that has hit the headlines in the FM sector.

ASSOCIATION NEWS

08

The latest news and views from CIBSE and IWFM.

EVENT REPORT

CASE STUDY

24

describes how the first of the Defence Infrastructure Organisation’s (DIO) £1.6 billion Built Estate contracts are driving improvements.

FRONT OF HOUSE

34 Front of House providers explain how reception and guest services have evolved to support fluctuating occupancy levels while helping to create a sense of community in the workplace.

SUSTAINABILITY

10

The London Unworking Conference, which over two days explored the future of work, real estate, technology and innovation.

ADVICE AND OPINION

12

COMMENT

12 Temporary modular buildings for hire give you the flexibility to size your premises up or down to create modern, ultra-flexible, energye icient spaces says Chris Coxon.

COMPLIANCE

14 Compliance surrounding our vital public services is o en seen as costly, unnecessary bureaucracy. That view could not be further from reality says Amey’s Pete Mathieson.

FAST FACTS

24 Patrick Ames shares insights from Claremont’s research report - The Workplace Oooh which sets out the feeling’s employees are searching for from their workplace and the practical tips on how this can be achieved.

INTERIORS

28 Anna King with the highlights of Clerkenwell Design Week 2023: A celebration of creativity from around the world.

INTERVIEW

30 David Brewer, Chief Operating O icer, MOD’s Defence Infrastructure Organisation

FM CAREERS

37 Nuno Lopes from RSK-IWS with advice on integrating smart waste management solutions into new and existing buildings to provide FM and environmental wins.

PEST CONTROL

38 Natalie Bungay of the British Pest Control Association (BPCA) on dealing with pests that can pose a problem during the summer and Rob Burley-Jukes explains the benefits of digital pest control technology.

MIFM

40

New product and service launches and company news from the FM industry.

Next Edition

48

PEOPLE

16

Mike Hook explains why Master Systems Integrators (MSI) play a core role in delivering smart buildings that are energy and environmentally e icient.

BLOG & SOCIAL MEDIA

47 Find out who’s moving where in the facilities management profession.

RECRUITMENT

48

Craig Bowman, General Manager for Kimberly-Clark Professional on working together to create a better future for everyone.

18

FM CLINIC

The Head of the Mitie Foundation Mollie Green celebrates its 10 years of breaking down barriers to employment.

TRAINING

49

A report produced by Remit Consulting and published by the BCO found that putting active commuting at the heart of ESG policies can increase health and wellbeing and help companies cut carbon emissions. How can we support more sustainable forms of travel into the o ice?

20

FMJ discovers why Whole-Workforce training is creating e ective, demonstrable standards along with ‘Knowledge Networks’ in the UK cleaning sector.

CAREERS NEWS

50

A brief roundup of the latest careers news in the facilities management sector.

In next month’s issue, how Sodexo and The Royal Stoke University Hospital in Stoke on Trent are addressing new standards for food and drink in healthcare with a new 24/7 automated deli solution. We reveal which o ice facilities are most in demand and why flexibility is more important than ever from design and fit-out specialist Interaction’s Attracting Tenants: What Commercial Landlords Need to Know report. With electrifying fleets high on the agenda for FM services suppliers we’ve advice on how sites can support the new charging infrastructure needed. We take a look at the latest flooring design trends, discover the benefits of anti-fatigue mats and learn how Cobotics can help maintain flooring. And with the shelving of the Government’s proposed EU Retained Law Bill we ask, what does this mean for health and safety at work?

sara.bean@kpmmedia.co.uk

To register for your free copy of FMJ visit fmj.co.uk

BRINGING DISPUTES TO A HEAD BEFORE PFI EXPIRY

Pauline Lépissier,

Solicitor at Devonshires law firm

The Infrastructure & Projects Authority’s advice to contracting authorities is to prepare for the expiry of PFI contracts as early as Seven-10 years beforehand. Prudent FM contractors should also make sure they are ready for scrutiny of contracts and their performance and any potential disputes arising ahead of PFI expiry.

Some contracts, particularly in early PFI projects, can be quite vague about the parties’ roles and responsibilities on expiry, while others include detailed handback procedures. If there are gaps in the provisions that one would expect, it may be advisable to start discussions early to agree on processes before getting too close to expiry. In other cases, parties would be advised to carefully consider whether to raise potential issues with ambiguous contractual terms if that might result in increased liability or remove an argument to use in future negotiations.

Generally speaking, organisations should make sure they fully understand the contracts. Legal advice may be necessary to interpret unclear provisions.

A likely source of disputes prior to PFI expiry will be the extent of rectification works and who is responsible for paying for them –whether they arise out of a maintenance issue, fall to lifecycle, or relate to a construction defect. With the builder’s defects liability period being long since expired by the time the 20-30 year PFI contract is close to its end, it is important to understand which party is responsible for works arising out of defects. The risk defaults to the main contracting SPV in some contracts whereas the FM contractor has taken responsibility for defects in others. Many other issues in the lead up to contract expiry could also give rise to disputes, such as the contracting authority’s rights or requirements relating to surveys, its ability to inspect records, the extent or ownership of intellectual property rights and employment issues.

The main thing contractors should do to minimise risk is to ensure they comply with their contractual obligations and – crucially –document this. It would be prudent in advance of PFI expiry for contractors to review the state of their records. With some authorities minded to employ consultants whose fee structure may mean they are incentivised to identify deductions to be levied before expiry, this exercise may be usefully addressed early on. If there is for example a gap in maintenance records to prove proper performance of maintenance obligations, is this due to a misfiling that can be rectified? If the records cannot be located, can the evidential gap be plugged by seeking the assistance of individuals with relevant knowledge before they move on to a different organisation?

On the other hand, care should be taken not to create documentation that might be unhelpful in circumstances where litigation is not contemplated nor legal advice sought. Such documents would not attract legal professional privilege and may therefore be disclosable in subsequent court proceedings, potentially undermining a party’s position.

If a potential dispute arises, it is sensible for an organisation to know where it stands before deciding on a strategy – legally, factually, evidentially. Legal advice should be sought sooner rather than later, to ensure that nothing is said and no action is taken (particularly openly, as opposed to on a without prejudice basis) that could undermine a case later down the line. That advice should be based on a thorough understanding of the factual position, which will require input from those with direct knowledge of the issue and the key documents and correspondence.

Contractors should ensure that they understand the financial caps that apply to their liabilities under a contract – including the amount (often index-linked), which liabilities are included and which exclusions apply (for instance in cases of wilful default or breaches of law). The cap could have a major impact on how to deal with an issue, if for instance a potential liability is likely to exceed it.

An understanding of the potential risks and liabilities is key to seeking to resolve a dispute, ideally through a commercial agreement so as to avoid the risks and cost of more formal processes, in particular court proceedings. A consideration towards the end of a contract might include the extent to which the authority may wish to seek retender or a contract extension as part of its commercial objectives. Finally, parties should ensure that they understand the dispute resolution provisions that must be followed should a dispute arise.

www.devonshires.com

COMPANIES WILLING TO PAY MORE FOR GREENER OFFICES

New research from property analytics so ware firm, CIM, has found that companies are willing to pay higher rents for more sustainable corporate o ice space following the rise of hybrid working.

CIM’s latest report Tenant Preferences in the UK O ice Market, surveyed 200 UK directors and senior personnel involved in key real estate decisions from companies that were large tenants of o ice space. It found that while occupancy rates still lag behind pre-pandemic levels, a large majority (72 per cent) of respondents expect their business to move to at least three in-o ice days a week over the next two years. According to the report, only 39 per cent of respondents were very satisfied with their o ice space inferring landlords must be more attuned to changing occupier expectations. Of those surveyed for CIM’s research, only six per cent were unwilling to pay higher rents for a green o ice space, with the majority, at 41 per cent, stating they would pay between 10-14 per cent more. Forty-nine per cent also said a property’s environmental performance and overall sustainability would “very much” influence their choice of o ice.

Almost all respondents (55 per cent) “expected” to see evidence from landlords demonstrating a building’s e orts to reach net zero. This aligns with other overwhelming priorities highlighted by the report, such as 53 per cent of decisionmakers saying reducing day-to-day operational and energy costs would significantly impact their choice of o ice space. These concerns demonstrate how aligning existing properties with the low-carbon economy will require the corporate real estate sector to identify tools to optimise building performance and increase overall e iciency, while lowering both emissions and energy bills.

To read CIM’s latest report (registration required) visit https://connect.cim.io/ tenant-preferences-in-uk-o ice-market

DAMNING REPORT ON STATE OF SCHOOL INFRASTRUCTURE

A new National Audit O ice report on the condition of school buildings has revealed around 700,000 children in England are studying in schools requiring major rebuilding or refurbishment, but even more concerning is that the possibility of a building collapse or failure causing death or injury has been a “critical and very likely” risk since summer 2021.

The UK’s independent public spending watchdog’s report found that more than a third (24,000) of English school buildings are past their estimated initial design life. These buildings can normally continue to be used, but are generally more expensive to maintain and, on average, have poorer energy e iciency leading to higher running costs.

In recent years, there has been a significant funding shortfall contributing to deterioration across the school estate. The Department for Education (DfE) has reported £7 billion a year as the best practice level of capital funding to maintain, repair and rebuild the school estate.

In 2020, it recommended funding of £5.3 billion a year to maintain schools and mitigate the most serious risks of building failure, but was subsequently only allocated an average £3.1 billion a year of relevant funding from HM Treasury. This includes funding to rebuild 500 schools over a 10-year programme, on which DfE is making “slower than initially expected progress” awarding contracts.

Between 2016 and 2022, DfE spent an average £2.3 billion a year.

The report also says DfE has assessed the possibility of a building collapse or failure causing death or injury as a “critical and very likely” risk since summer 2021. The report highlighted ongoing concerns with the use of reinforced autoclaved aerated concrete (RAAC) – a lightweight form of concrete prone to failure, used between the 1950s and mid-1990s. To read the report visit https://bit.ly/3JFEe17

Government urged to push ahead with proposed waste reforms

Following recent reports that a further delay to Extended Producer Responsibility (EPR) is under consideration, CIWM (Chartered Institution of Wastes Management) has written to the UK Prime Minster, Rishi Sunak, calling on him to push ahead with “the comprehensive and forward-looking reforms on packaging extended producer responsibility and consistent collections that the Government introduced in its 2018 Resources and Waste Strategy”.

CIWM makes the point that whilst there have already been several delays, packaging producers and the UK waste and resource management sector have already started work to ensure compliance with the regulations that have already been laid. It also made the point that failure to implement EPR would result in plans to introduce more consistent household collections also being scrapped, as they will be financed by funds from EPR.

CIWM stated that whilst it “understands the pressures facing the UK economy and concerns that these reforms could impact household budgets, they will also create new jobs, economic growth and help the UK towards its net zero ambitions”. It added that “failure to implement EPR will result in the public continuing to bear the cost of commercial recycling, less investment in recycling infrastructure due to a loss of confidence in the legislative framework and a significant slowing of the UK’s green economy”.

HUMAN CONNECTION IS MISSING LINK TO BUILDING A FUTUREPROOF WORKPLACE

DATES FOR THE FM DIARY

07 SEPTEMBER 2023

Smart Buildings & Sustainability Leaders Forum The VOX Birmingham http://bit.ly/3Z8JmjX

13-14 SEPTEMBER 2023

RWM Letsrecycle Live NEC, Birmingham www.rwmexhibition.com

17-19 SEPTEMBER 2023

The Flooring Show HCC, Harrogate https://www.theflooringshow.com/

19 SEPTEMBER 2023

UK employees still prefer remote working and are more costconscious than ever, according to Sodexo’s new Work Experience Tracker research.

The research conducted in collaboration with YouGov, revealed that out of the 3,000 respondents in the UK one in five were dealing with poor mental and physical health, 20 per cent are quiet quitters and 23 per cent stated they wanted to quit. These issues are likely to impact business performance and business leaders need to reflect on the causes and take action to improve employee experience, says Sodexo.

A big question for many employers in 2023 still remains ‘how do we bring people back to the o ice?’ Sodexo’s research reveals the top reasons which would help draw workers back in, with synergy between people, space and sustainability core to building a future-proof workplace, driving business performance and employee experience. Two thirds of those surveyed said they were satisfied with their current working pattern. Fi y-eight per cent continue to work a hybrid pattern, however 36 per cent stated they would come into the o ice more to connect with other people.

This is corroborated in the 71 per cent of those questioned stating the greatest satisfaction in their workplace experience was from team spirit and collaboration. Thirty-six per cent said they would like the opportunity to socialise, a similar number (35 per cent) noted that they would like to be o ered free or subsidised commuting, and 23 per cent said the same about food.

The survey also found that of the 20 per cent of respondents who appear to be quiet quitters – those who say they will stay in their job and do the bare minimum – 43 per cent of them work a hybrid pattern and the greatest proportion (38 per cent) are boomers.

With the research revealing di ering preferences for quiet spaces or lively, creative and collaborative environments, Sodexo states it is “essential” that business leaders adopt a balanced approach factoring in wellbeing when looking at remote and in-person work and avoid adopting a one-size-fits-all approach when developing their workplace strategies.

The final cornerstone for building a future-proof workplace is sustainability. Sodexo’s Work Experience Tracker examined the drivers around employment choices and found that 78 per cent of those surveyed find sustainability personally important and half of respondents expecting their employer to act responsibly. Specifically, responsible energy use, waste management and reduction of plastic usages at workplace are the top three expectations from employees.

Healthcare Facilities Management The National Conference Centre, Birmingham www.healthcarefacilities.co.uk

22-26 SEPTEMBER 2023

International Security Expo Olympia, London www.internationalsecurityexpo.com

03-05 OCTOBER 2023

UK Construction Week Birmingham NEC Birmingham https://www.ukconstructionweek.com

12 OCTOBER 2023

BESA Annual Conference Novotel London West www.thebesa.com

18 OCTOBER 2023

Workplace Trends: The O ice As A Desired Destination Cavendish Conference Centre, London https://workplacetrends.co

18-19 OCTOBER 2023

Smart Buildings Show ExCeL, London https://smartbuildingsshow.com/

22-23 NOVEMBER 2023

EMEX: The Net Zero & Energy Management Expo ExCeL, London https://www.emexlondon.com/

INCOMING CIBSE PRESIDENT CALLS FOR ENGINEERING LEADERSHIP

have never before needed more engineers, more urgently, to provide creative solutions to the challenges we face, said Adrian Catchpole, incoming president of CIBSE in his Presidential address, outlining the challenges presented by climate change and building safety considerations.

“Our leadership is needed now if we are going to have the impact required. This spans both our individual responsibilities and those of whole organisations. As engineers, we must help move the built environment from being a significant contributor to global emissions, to an exemplar of how to reduce them. Each one of us needs to step out of our comfort zone, step forward with solutions; and commit to ‘taking a lead’.”

Catchpole’s leadership theme was driven by the need to deliver an urgent response to climate change. He highlighted that in 2022, global carbon

Weemissions rose by a further 0.9 per cent to 36.8 billion tonnes despite all of our e orts to date.

“It’s quite a task, but we still have time and all around the world, I know there are engineers (many of them in our own CIBSE family) with the knowledge and expertise to deliver the further step changes we need. Building Services Engineers now need to be prepared to lead those changes.”

Catchpole also highlighted CIBSE’s leadership role in developing the UK Net Zero Carbon Buildings Standard, which he said would enable industry to “robustly” demonstrate that their net assets are truly net zero.

Attracting new young engineers to the profession will be vital to delivering these zero carbon solutions so Catchpole was pleased to be able to use his address to launch a new CIBSE STEM (science, technology, engineering and mathematics) Ambassador scheme, in partnership with STEM Learning.

This will support volunteers to attract new entrants in all CIBSE regions, including the UK, Ireland, Hong Kong, ANZ and UAE. He challenged all CIBSE regions “to have 10 registered, and active

STEM Ambassadors by the end of May next year”. Catchpole’s address also referred to the Building Safety Act, which he described as “a hugely significant piece of legislation”.

He said CIBSE has been playing a leading role in developing the thinking behind the Act, and its e ective implementation. The Act impacts all levels of the industry, imposing wide ranging new duties designed to increase the accountability, transparency, and oversight of all industry participants. With the secondary legislation now starting to come through, it is becoming clearer what exactly compliance looks like, and how demonstrating competence under the Act will work.

He said that CIBSE would be bringing forward guidance to support implementation of the Act, together with details of a new CIBSE Chartered Organisation Programme.

You can read the full address here -

https://bit.ly/3r7nMR0

ENHANCING VALUE FOR OUR MEMBERS

e are now halfway through a year in which we are implementing the first phases of our new, member-informed threeyear strategy for 2023 to 2025. Transformative and forward-looking, the strategy is focused on enhancing member value and supporting the profession in seizing a critical post-pandemic opportunity to realise its potential as a driver of strategic outcomes in organisations.

As part of enriching IWFM’s membership benefits, we have been developing a variety of new products and services to help members advance their careers. It would take a tome to cover them all, so I will focus on a few which will be available soon.

When we asked members how we could invest in supporting their development, two popular suggestions were mentoring and creating a sense of community for specific types of members. On mentoring, member feedback and our own industry-leading research tell us: mentoring is the most popular professional development

Wopportunity in the industry outside of training and qualifications; more than half of employers don’t provide a mentoring programme (IWFM Pay and Prospects 2021); many of our most advanced members are eager to help develop talent.

Consequently, we are preparing to launch the IWFM Mentoring programme: a free, memberexclusive, one-to-one career support service where established professionals utilise their knowledge, experience, and skills to help their fellow members learn, shape their career, and grow into the professional they want to be, whether they are new to FM or quite advanced and aiming to climb higher.

Talking of fellow members, many of the mentors are likely to be Fellow-grade members – our most prestigious grade which is reserved for those who have reached the pinnacle of workplace and facilities management. To help these exceptional professionals make an even greater impression on the sector, we are creating an IWFM community group so they can connect with other leaders in FM, engage in meaningful strategic discussions to support the profession’s advancement, and help to amplify the Institute’s voice on key policy positions

as ambassadors.

We are also creating a community group for driven and ambitious new entrants to the profession who will be the future leaders of FM. This will help them meet other new professionals to build their network and grow together. Another new group we are currently developing is for FMs with a background in the armed forces. Workplace and facilities management is a natural career choice for armed forces veterans because they o en have the required skills and competence to develop their careers within the profession. With this in mind, we are developing a group specifically for our members who are veterans to establish an armed forces family which can come together and support each other in their professional development.

Labour and skills challenges are not going away soon, but if we can create a sense of community across all corners of FM and o er solutions which empower professionals to fulfil their potential, we will attract and keep more talent in our critical profession.

Adrian Catchpole, incoming president of CIBSE

IWFM CEO, Linda Hausmanis

Who would you rather see maintaining your dampers?

Why not use the UK’s leading smoke and ventilation services to maintain your fire and smoke dampers?

There are hundreds of smoke ventilation service teams up and down the country, maintaining fire and smoke dampers. Sadly, not all of these are fully trained or competent. Our engineers undergo thorough and comprehensive training from experienced staff on joining. This is refreshed regularly and supplemented whenever there are important developments or regulatory updates.

Your legal obligations.

Fire and smoke dampers play a very important role in a building’s fire safety system and under the Regulatory Reform (Fire Safety) Order 2005, it is the legal duty of the ‘Responsible Person’ in your company to oversee their maintenance and testing. It is imperative that your dampers are maintained properly by a competent company.

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Colt can save you money and time.

Streamline your smoke control and damper maintenance management, while eliminating the need for secondary contractors and call-out charges. Colt can take care of all your smoke control and damper servicing needs in one package.

For Colt engineers, the training nevers stops.

Our consultants are fully conversant with all smoke control systems and dampers, whether designed by Colt or other manufacturers.

They undergo regular training sessions to ensure that their knowledge of new products, systems and the ever-changing regulatory landscape is always up to date.

One call is all it takes to find out more. Call 02392 491735, visit coltinfo.co.uk/service-maintenance.html or email service@uk.coltgroup.com

Choose Colt

UNWORKING CONFERENCE

SMART AND SOCIAL

Inday one’s focus on Smart Technology and its impact on how we work and live, Matthew Marson, of JLL Technologies suggested that with o ice usage being challenging and expensive to measure, organisations need to be data driven in everything they do to make the right decisions. Developing this theme, Will Readshaw of Arcadis UK argued that with the war for talent being a huge issue for employers, providing an occupant centric space supported by interactive technology can reduce attrition rate and employee turnover by 27 per cent.

The importance of implementing a change management process from the beginning of a smart building project was the conclusion of a panel discussion on the best practices and lessons learned from a smart technology global rollout. “To ensure people have a similar user experience wherever they are, while managing lots of di erent drivers and stakeholders, it’s essential to aggregate all of the process into a viable communications strategy” the panel concluded.

During a session on innovation in real estate, Chris Higgins, Senior Programme Director, Workplace Real Estate & Facilities for GSK described plans to transform the employee experience.

“When we were looking at the role of our o ices and how we could get people back into the workplace, instead of looking at performance in the o ice we thought about how we could improve

sta health and wellbeing both inside and outside the workplace, as 60 per cent of the time they’re not going to be in the o ice.”

Moving from its Brentford o ices to a brand-new building in central London, GSK’s new workplace is being designed from the bottom up, with opportunities to socialise in the lower levels and executive suites, areas for fitness and mental health at the top of the building.

Higgins also noted: “We started our change management on the day we announced where we were going, creating a space in GSK house with all the di erent technologies, asking our employees ‘how do you want to work?’ and measuring the outcomes.”

WORKPLACE EXPERIENCE

A new paradigm is emerging regarding the dynamics of o ice spaces in UK facilities management. Rather than adhering to rigid routines of being physically present at the o ice, employees are now embracing a more flexible approach that combines in-person collaboration and social interaction with remote work. This was the consensus of day two at Worktech’s Unworking Conference, hosted at Accenture, London.

Tim Ahrensbach, Head of Workplace Experience at The LEGO Group, took the audience on a journey of LEGO’s ‘best of both’ hybrid strategy and its much-admired campus, which opened in March 2022 in Billund, Denmark. It has been likened to a "mini city," and

has been meticulously cra ed to cater to the needs of the company's 2,000 local employees as well as visitors from LEGO's global workforce of approximately 17,000.

Each neighbourhood within the LEGO Campus caters to the concept of 'activity-based working,' o ering a diverse range of spaces to accommodate the varied needs of LEGO’s workforce.

Notably, the LEGO Campus does not endorse the notion of permanent workspaces. Instead, it fosters a sense of community and collaboration through a dynamic hot-desking environment. With an impressive ratio of 1.5 spaces per employee, the workforce should always find a suitable area to carry out their work e ectively. This innovative approach not only encourages flexibility but also ensures that the workspace remains dynamic, reflecting the evolving needs of the LEGO Group's workforce.

Joe Ryle, Campaign Director of 4 Day Week, spoke candidly to the audience about the 4 Day Week movement. Surprisingly to me, just one person in the audience confirmed their organisation was trialling a four-day week, with one other (me) trialling a 4.5-day week.

“Atom Bank’s four-day working week has led to a 500 per cent surge in job applications and boosted sta morale,” he said. “Furthermore, a four-day week is something that organisations can get on with without government

intervention. We see burnout and stress because culturally, we are addicted to work. We need to tackle the root cause of burnout, which is we are working too many hours.”

The findings from organisations trialling a four-day week have resulted in a 71 per cent reduction in burnout, anxiety and fatigue and there has been a 57 per cent improvement in job retention.

When it comes to experience, Adam Scott, Founder and Global Creative Director of FreeState, which advises on workplace and organisational culture, said: “By learning from the best in various fields, we can cra remarkable experiences. Whether it's a vertical campus, like the impressive 34-storey ASP, or Nike's world HQ with its interactive Serena Williams building, innovative ideas alone are not enough. It's essential to bring all aspects together for a cohesive and impactful supply and demand experience.”

He asserted nicely towards the close of the event that “we need to better focus on what we're doing all together across all of our departments to create these moving, attractive, evolving, and belonging experiences”.

As both days taught us, without engaging all your stakeholders to help create a welcoming and social atmosphere, no amount of tech is going to win people over.

https://worktechevents.com

Sara Bean and Craig Peters report from the London Unworking Conference which over two days explored the future of work, real estate, technology and innovation

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Smart technology

delivering

Parameters can be set which reflect how the building and its rooms are to be used. This gives users enough control to manage their comfort, while the system ensures that settings don’t deviate significantly, in order to prevent wastage. So even though energy consumption can be cut by around 30 per cent, the modular buildings still o er a comfortable environment.

FLEXIBLE, ADDITIONAL SPACE

Temporary modular buildings equipped with Smart technology, are the ideal solution for facilities managers who require flexible, additional space for a variety of uses.

Research shows that the built environment is responsible for up to 40 per cent of all carbon emissions, mainly through ventilating, heating, lighting and cooking. Yet, because of their high energy consumption, buildings also o er the greatest potential for saving energy – and this applies to both permanent and temporary structures.

According to a report by the International Energy Agency (IEA), buildings could account for up to 41 per cent of global energy savings by 2035, through the adoption of energy-e icient construction practices.

Temporary modular buildings for hire give you the flexibility to size your premises up or down to create modern, ultra-flexible, energy-e icient spaces. They are a fast, cost-e ective way to manage changing needs – and by integrating smart technology they can even help you to meet your organisation’s sustainability goals.

THE NEXT LEVEL OF ENERGY REDUCTION

Facilities managers and their clients are always seeking new ways to lower their energy consumption, and integrating Smart technology into temporary, modular buildings is a highly e ective and low-cost way to achieve this. There are many energy-saving solutions available, including door closers, non-concussive taps, LED PIR lights, reusable foundation systems, hybrid power solutions and climate control systems, while smart technology control solutions can be integrated into temporary buildings using Bluetooth mesh technology and standalone connectivity.

Switches, sensors, and other hardware work together locally to lower energy consumption and reduce wastage. Cloud functionality enables granular control and individual building module monitoring. Heating, cooling and ventilation can be controlled in a way that reduces wastage to an extent that just isn’t possible through standard HVAC settings.

For instance, smart sockets enable monitoring and control at an individual socket level. Fitted in modular buildings as part of our Smart technology 360 Service, they can automatically turn o sockets out of hours and not in use to reduce ‘small power’ wastage. Local override at each socket level ensures power is available when required. This kind of smart technology is suitable for larger sites, typically with large number of o ice workstations.

These Smart technologies are revolutionising the temporary buildings for hire sector and deliver energy savings of up to a third. FMs looking to avoid the capital outlay of a new development can choose this technology when they hire o ices, welfare spaces, modular classrooms, healthcare buildings and a vast range of other temporary spaces.

MAXIMISING EFFICIENCIES

Smart systems use advanced diagnostics to collect detailed data which can be converted into insights about energy usage and trends. This insight can be used to apply incentives, influence user behaviour and implement various energy and cost saving measures, based on the identified trends.

For example, if business demands mean that you need to upsize and accommodate new sta quickly, a hired modular building with Smart technology can be in place and up and running in a matter of weeks, as opposed to a permanent build, which can take months, if not years to complete.

Similarly, businesses with seasonal peaks and troughs benefit hugely from the flexibility o ered by temporary modular buildings for hire. The buildings can increase your footprint, creating energy-e icient o ice space, storage and sta welfare areas, exactly when and where they’re needed.

Refurbishing or altering your existing premises? Hiring a temporary modular building to house your sta whilst the work takes place reduces downtime and disruption, allowing your teams to get on with business as usual.

Modular buildings can also be relocated, repurposed and reused multiple times, making them extremely cost e ective.

JOURNEY TO ZERO CARBON

The latest innovations in Smart technology control are capable of delivering up to 30% energy savings, significantly lowering carbon emissions, reducing running costs, and helping businesses to move forward on their journey towards net zero.

Temporary modular buildings for hire can be used across any sector, by any kind of organisation, from health and education to manufacturing, retail and construction.

For facility managers looking for modern, e icient workspace with the flexibility to scale up or downsize according to changing business demands, technology-enabled modular buildings are the Smart choice.

Chris Coxon, Head of Marketing at Algeco, outlines how the latest

is

flexible, energy-e cient, lower carbon, temporary modular buildings

COMPLIANCE IN THE PUBLIC SERVICES

For many very good reasons, regulation now underpins and shapes our public services and the public realm that supports them. These rules are there to protect the public, to provide a measure for performance and of course to ensure that any investment made actually delivers value for money.

Yet too o en compliance with an increasing number of regulations surrounding our vital public services is seen as costly, unnecessary bureaucracy that hinders progress and blocks innovation. In short, for many people in the asset management business, compliance is seen as a dirty word. That view could not be further from reality. In truth, for modern public asset operators and managers, regulation must instead be seen as an enabler; it is the carrot that drives performance and improves outcomes, not the stick that punishes failure.

SECTOR SPECIFIC

Compliance is sector specific. What passes for excellence in a school may well be unacceptable in a prison. And it is also hugely dependent upon the age and sophistication of the asset being managed. What constitutes excellence in a brand-new prison block may be radically di erent in a 150-year-old Victorian cell block complex.

However, whether managing a new o ice complex, a busy, crowded school building, or an aging prison block, a compliant estate is without question a more e ective estate. It is an estate that not only delivers the service as intended but that also enables the occupants to truly focus on carrying out their roles to the best of their abilities.

It is this focus on outcomes that really makes the di erence. Successful asset managers must look at every issue and every challenge through the eyes of both the building operator and the building user. The vital questions, therefore, become less about how to meet the regulators check list and more about what the teachers, pupils, prison o icers and inmates

really need from their buildings.

In short, they must ask how that properly managed building estate can help to provide a better overall service outcome through happier, more relaxed building occupants and more motivated operational sta .

PRISON SERVICES

Our experience from running a large part of the UK’s prison services clearly demonstrates this reality. As perhaps one of the most highly regulated, high pressure environments in the public or private asset estate, failure to comply has huge consequences. Getting the asset management wrong is usually

The built environment estate exists, a er all, to serve the operation not the other way around.

ACHIEVE COMPLIANCE

The mission for any public asset manager or public service operator must therefore be to achieve a level of compliance at which maintenance is not carried out simply for the sake of repairing breakdowns. Success is reaching the point where each maintenance intervention is actually seen as a positive investment in the asset, carried out not just to uphold the status quo but to enhance the environment - for those being held in the facility and those employed to manage it.

The goal must therefore be to remove facilities management from the day-to-day operational agenda of schools, o ices and prisons so as to enable the true operational needs of those organisations to be elevated and brought into focus.

expensive, is o en very inconvenient and timeconsuming, and can sometimes, literally, create life or death situations.

For example, while a school might require its door hinges and locks to the be checked once a year, a prison requires that they are checked twice a week or more to ensure they are not tampered with or compromised.

Equally, it is crucial that emergency systems such as anti-barricade devices work on every cell to protect prisoners from self-harm or injury and that heating and ventilation systems are functioning to ensure that prisoners are not confined in conditions likely to increase what is already a stressful incarcerated environment.

Embracing this value from compliance across the asset portfolio can also deliver massive dividends.

A teacher who isn’t struggling with broken chairs or a poor Information Technology set up is more likely to focus e ort on the job of teaching and inspiring students. A prison o icer not having to worry about obsolete surveillance equipment, inoperative doors or poor building ventilation is more likely to be able to focus on their day job of managing prisoners.

The current pressure on the public purse makes compliance even more important. There is no question that constrained budgets across the public sector make the delivery of every public service more di icult. But this should not be an excuse to shy away from meeting operational standards.

Instead, a renewed focus on - and investment in - the creation and maintenance of compliant public assets will, without question, enable these constrained budgets to be targeted at the right areas and enable the overall service outcomes to improve.

With a compliant and e ective built environment estate, operators can do what they do best. They are freed up from day-to-day worries about physical assets and more able to spend public money creating the most e ective outcomes for society.

Amey’s Justice Business Director, Pete Mathieson explains the benefits of transforming public services through e ective, compliant estates that deliver the best public services and protect and rehabilitate our prison populations

In association with

GETTING TO THE CORE

FMJ AIMS TO SUPPORT TECHNICAL EXPERTISE IN THE FM MARKET

Mike Hook, Executive Director at LMG explains why Master Systems Integrators (MSI) play a core role in delivering smart buildings that are energy and environmentally e cient

Thereis no doubt that the potential of smart buildings has caught the imagination of the built environment. But while the idea of smart buildings is impressive, realising this vision is not simply a case of fitting new heating, lighting, water, communications, and security systems.

Instead, realising the full potential of smart buildings requires a shi in approach, one that recognises that smart buildings are, in essence, a central nervous system comprised of multiple overlapping technologies.

Moreover, it’s not just a question of technology. There are also specific outcomes that the technology is expected to deliver – in terms of occupant experiences, more e icient maintenance or sustainability to name just a few. And once up and running, the building should be autonomous, self–regulating, and able to function regardless of external conditions.

As a result, we shouldn’t underestimate the complexity involved in fitting out a smart building.

TACKLING COMPLEXITY

This complexity is why the role of the Master Systems Integrator (MSI) has grown in importance as property managers seek to manage the increasingly intricate process of delivering buildings that are energy and environmentally e icient and still provide all the features, services and user experience we associate with smart environments.

However, there has been little consensus on what the term ‘MSI’ actually means. To date it has been one of those terms that can mean all things to all people.

For some, the benefit of an MSI is that they can start with a blank piece of paper and create a totally bespoke technology implementation in a building. However,

for others this doesn’t o er a huge number of concrete outcomes for the level of investment – raising fears of ‘scope creep’ and never-ending projects where no one is quite sure when they’re ‘done’ or if value for money is being realised.

This lack of clarity is creating understandable hesitancy around the whole MSI concept. Indeed, why would you invest significantly with an MSI without the reassurance of guaranteed and standardised outcomes, costs and benefits?

However, managing and consolidating the requirements of smart buildings in a way that de-risks the project and ensures delivery on time and within budget requires a better definition of the MSI.

In this scenario, the MSI is not simply a ‘co-ordinator’ pulling together the core technology as defined by a consultant’s spec. Too o en this approach results in building owners paying a great deal of money but realising very few, if any, of their desired outcomes.

Instead, an MSI should be in the loop from the early stages of a build right through until the building becomes operational and beyond. The MSI requires deep technology expertise –from the physical connectivity to the core OT and IT systems as well as the integration layer and apps – and total project oversight.

THE BENEFITS OF A TRUE MSI

This oversight is crucial. Firstly, by working hand-in-hand from day one with a project’s Digital Building Consultant (DBC), the MSI can take full ownership of the delivery of key systems and services that are optimally integrated. It also means that any infrastructure can be designed to meet emerging international smart building standards such as SmartScore(i) – and all delivered within an agreed budget and timescales.

This ownership is critical to ensure that

the final solution meets the desired outcomes for a building – rather than just ticking boxes on a technical wish-list.

In addition, without an MSI to oversee the early phases of a build, it is di icult to plan the smart building infrastructure in tandem with the construction programme. What if problems with the building systems ability to integrate are discovered late in the project? There’s a danger that an MSI cannot retrofit a solution without stretching the budget. Then smart building e iciencies become undeliverable, worsening the experience for both landlords and tenants.

Some MSIs take this approach to its logical end point – creating pre-defined solutions based on established smart technology platforms to meet specific desired outcomes that are agreed and defined in close partnership with the client and their DBC. These solutions, combined with an MSI’s technology and delivery expertise, make them able to de-risk and de-scope the delivery

of the smart building platform without compromising on the desired outcomes or the quality of work.

SMART BUILDINGS REQUIRE AN MSI

Smart buildings are a wonder of the built environment. The potential for operational e iciency, cost savings and the five-star occupant experience they provide is second to none.

However, a smart building is never truly smart on its own. An MSI ensures that smart features work within a fully functional framework, while hitting the environmental, health and safety and user experience standards of accreditations such as SmartScore and WELL v2(ii)

With an MSI in the mix, commercial landlords can ensure they’re making a worthwhile investment in the long-term best interests of their buildings.

(i) https://wiredscore.com/certify-abuilding/smartscore/

(ii) https://v2.wellcertified.com/en

@CIWM The Chartered Institution of Wastes Management (CIWM) has written to Rishi Sunak calling for “urgent action” from the government on Packaging and Collection Reforms. https://bit.ly/3reaW3a

Workplace Trends https://bit.ly/3Pxc1gV

Check out our latest conference session recording, plus see what’s new with October’s conference, and take part in our new workplace research.

@britishchambers Now’s the time for your business to develop a clear action plan to reach net zero and help achieve the UK’s ambitious goal. Our Director of Policy & Public Affairs, Alex Veitch, explains how you can get your net-zero journey underway https://bit.ly/438IZam #NetZero #Emissions

@RIBA NEWS: RIBA President Simon Allford responds to the Climate Change Committee’s report to Parliament outlining the country’s progress in reducing emissions: https:// ow.ly/JQxf50P05lV

Antony Slumbers linkedin.com/in/ antonyslumbers Just remembering the industry derision of those of us predicting large scale downsizing of office space needs. ‘The HSBC banking group is cutting its global office footprint by around 40% after embracing hybrid working.’ #LessButBetter always was the obvious direction of travel.

Liz Benison linkedin.com/in/lizbenison I love going into the office. I’m lucky because I work in a place that really cares about workplace experience. But this post isn’t about me. It’s a plea on behalf of those joining the workforce now. Without your ‘in person’ support, they won’t learn. They won’t learn the ‘technical’ aspects as well, but far more importantly they won’t pick up on all the soft skills that we develop over years. They won’t build professional networks. They are missing out on building social networks. And they’ll never know that work can be fulfilling and fun. So please, go back to the office, be it for 2/3/4 days a week but do it with positivity rather than because you have to. Think about your first job and what it felt like when people invested in you. #peoplemakeplaces

CUBE Competition @UKCUBEComp In our participant spotlight series, we spoke to Madeleine Velupillai, ESG Strategy Manager at @Savills about how the firm is supporting @stanhope_plc with their CUBE rollout. Read more here: https://bit.ly/3NVhWeA

CRAIG BOWMAN, GENERAL MANAGER UK & IRELAND, KIMBERLY-CLARK PROFESSIONAL

WORKING TOGETHER TO CREATE A BETTER FUTURE

As a global manufacturer, KimberlyClark’s tissue business is classified as an energy-intensive industry in many markets. We take this position and the opportunities it gives us to be a sustainability leader very seriously.

What I have learned from my 15 years in the cleaning industry, is that we all share a passion for keeping the world safe and helping others lead better lives. Many of the people I meet, day to day, have the same core values and want to give back and take care of the environment and communities where we live and work.

I am very proud to work with my colleagues and peers towards our Kimberly-Clark 2030 sustainability goals, including our global ambition to improve the lives of one billion people in underserved communities around the globe with the smallest environmental footprint.

Committed to product innovation

To do this we all have to consider business endto-end processes including responsible sourcing, reducing carbon footprint, respecting human rights and diverting waste from landfill. As with many other industries, there is a lot of talk about innovation, as there should be. Yet we must always ensure that when we innovate, we prioritise reducing our impact on the environment.

In 1872, Kimberly-Clark’s first ever product was high quality newsprint made from recycled linen and cotton rags. Today sustainability and ethical behaviour is embedded in everything we do –from product concept and raw materials selection to recycling and disposal, through to userexperience. We have made significant progress towards more sustainable operations, establishing a net zero strategy aligned to four pillars including energy conservation, manufacturing footprint optimisation, alternative and renewable energy, and energy supply.

Renewable energy initiatives

In April, our new purpose-built onshore windfarm located in South Lanarkshire, Scotland became operational. The wind turbines are expected to generate 80 per cent of Kimberly-Clark’s UK electrical power needs.

We will take 160,000 megawatt hours from the wind farm every year, the equivalent of taking 37,000 vehicles o the road.

In addition, in the UK, over £182 million is being invested by K-C and its partners into a number of initiatives, through collaboration with our valued partners. Powering renewable energy from these initiatives, remains a heavy focus within industry to help us meet our net zero objectives.

In 2023 three green hydrogen projects by Kimberly-Clark have won places on the UK Government’s Hydrogen Business Model Strategy

shortlist. The three projects include a green hydrogen hub in Barrow-in-Furness, developed in partnership with Carlton Power, which will power Kimberly-Clark’s Cumbria manufacturing facility.

Two of the projects are developed in partnership with HYRO, a joint venture between Octopus Energy Generation and renewable energy company RES, and will see green hydrogen supplied to Kimberly-Clark’s facilities in Flint, and Northfleet. In total the three schemes are expected to provide a total of 50MW of green hydrogen.

Transforming Waste

The RightCycle by Kimberly-Clark Professional was created over 10 years ago. This service, initially o ered for personal protective equipment (PPE), helps customers meet their zero waste goals by providing circular solutions for hard-torecycle products, removing them from landfill or incineration. Over 2,000 tonnes of PPE have been diverted from landfill and incineration.

In 2020, we extended the programme to o er the world’s first dispenser installation and recycling service. Since launch, this service has helped over 300 customer sites recycle over 46,000 dispensers, diverting over 32 tonnes of plastic from landfill or incineration.

And in 2021, it was further extended to close the loop for hand towels in Germany and the UK. Taking up the hand towel recycling service, this service can help companies reduce their waste footprint by up to 25 per cent.

And so, we continue, not to lead but to share our experience and knowledge with our industry. Together we can have a larger, quicker and more positive impact. Let’s recreate what works and continuously innovate, ask questions, and challenge others as we face future challenges together.

Craig Bowman, Kimberly-Clark Professional

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THE PROPERTY CONSULTANT’S VIEW NEIL WEBSTER, DIRECTOR AT REMIT CONSULTING

In 2022, Remit Consulting, on behalf of the British Council for O ices (BCO), authored "Market Cycles II - The Impact of Cycling on O ice Buildings", a research report that built upon their previous research conducted in 2017, focusing on the influence of active transport on o ices, their design, development and management.

The report highlighted a shi in emphasis from quantity to quality when it comes to active travel amenities within o ice environments. As remote working has become more prevalent, o ices face competition (from the home) and employees seek attractive environments to visit, rather than solely functional workspaces. Consequently, landlords are now designing and remodelling o ice spaces to meet these evolving demands, and the report showed that it has become imperative for o ice spaces to consider the requirements of active travellers. It highlighted that simply providing ample bike racks is not su icient if employees lack proper changing facilities or secure storage spaces for their bikes.

On a recent planning visit for our annual ReTour event, we visited nine London o ice buildings and assessed the facilities

they provide for sta and visitors choosing active travel. Each building revealed that standards are increasing all the time, o ering a better experience for end users. This continual improvement was underlined by some of the winners of the recent BCO Awards. Three examples of good practice in this area are Henrietta House, in London’s West End, which won the BCO’s London Award for Best Corporate Workplace, The Lincoln in Manchester, the winner of the BCO’s Northern Award for Best Commercial Workplace, and Clockwise in central Southampton, which was the Southwest Award winner for Best Fit Out of Workplace.

The Market Cycles II report suggested that while progress has been made, the transition from a quantity-driven approach to

a quality-driven one has significantly influenced developers' considerations in o ice specifications over the past five years. There is much still to be done, particularly with other cultural and societal changes, notably the increasing use of cargo bikes in our towns and cities. They are one of the forms of active and sustainable travel which are helping to decarbonise the transport system and are having an influence on the built environment, well beyond end-of-trip facilities.

Again, our recent ReTour visit showed that there are varying policies towards e-Cargo bikes. Some are very welcoming, but others have banned them because of a perceived issue with battery risks. The various aspects of the real estate (including FM) and transport industries need to deal with this issue if carbon reduction commitments are to be met.

Earlier in the year, the Government announced a £200 million cut to the active travel budget, which will put the brakes on some infrastructure projects being developed to support cycling and walking infrastructure in England.

However, it is encouraging to see UK cities dra ing and agreeing on policies which support a more active travel-driven society. In both Birmingham and Leeds, transport policies and strategies have considered limiting city centres to private cars. In addition, the Borough of Lambeth has developed its Kerbside strategy which seeks to free up more public space for cycling, walking and dwelling.

It seems it is a mixed bag of good and less good news, and we still have a long ride ahead.

THE GREEN ACTIVIST’S VIEW GEORGIA ELLIOTT-SMITH, MANAGING DIRECTOR, ELEMENT

For many years, green building certificates such as BREEAM have been a prerequisite for large corporate tenants. More recently,

FOUR

A report produced by Remit Consulting and published by the BCO found that putting active commuting at the heart of ESG policies can increase health and wellbeing and help companies cut carbon emissions. But how much enthusiasm is being shown by the built environment in improving end-of-trip facilities that support more sustainable forms of travel and encourage workers to travel into the o ice?

Neil Webster

In FMJ's regular monthly column, our team of FM experts answer your questions about the world of facilities management

WELL and Fitwel have encouraged better provision of active travel facilities to boost the health and wellbeing of building users. What’s become clear is that no one certification is a panacea for all the concerns of responsible corporates. Many prospective tenants with more advanced ambitions for tackling climate change are now asking for approaches that go beyond certification tick boxes.

Providing excellent endof-journey facilities provides an opportunity to boost health and reduce stress, o er travel flexibility, and greatly reduce greenhouse gas emissions related to potentially tens of thousands of journeys to and from the building annually. These ‘scope 3’ emissions are rarely discussed by design teams but are a huge part of the climate impact of the built environment, and of increasing concern to the companies that participate in carbon reporting and reduction initiatives such as the Science Based Target Initiative (SBTi).

equipment, enabling vehicle ‘passes’ to be issued. There’s no such thing as a new idea!

THE SOCIAL IMPACT DIRECTOR’S VIEW

EMMA WILSON, SOCIAL IMPACT DIRECTOR AT PARETO FACILITIES MANAGEMENT

The concept of improving end-of-trip facilities in workspaces is nothing new. We’ve being doing it for decades. However, the rationale was o en focused around employee productivity plus attraction and retention of talent, or before that; the personal preference of the decision makers. Ten years ago, it was pretty progressive to have excellent on-site shower facilities or properly secure bike storage to encourage people to cycle to work.

or an iron for shirts that have been stu ed in a rucksack, to easy-to-use

Schemes such as BREEAM, WELL and Fitwel encourage the provision of cycle storage, maintenance tools, drying lockers, showers and changing facilities, with each scheme requiring di ering proportions of each. BCO and the London Plan provide even more alternative compliance requirements. Instead of simply seeking to tick a box, we like to deeply consider the opportunities for green travel and possibility for leisure activities at each unique location, asking the question “if I worked here, what would I need to support a more active lifestyle?”. This inevitably leads to extra provisions that make life easier for all – from bookable lockers that can be used to store clothes overnight, or an iron for shirts that have been stu ed in a rucksack, to easy-to-use tools and free or pay-to-vend supplies to repair a punctured tyre. Female-inclusive amenities like hair drying/straightening stations, sanitary products, and toiletries can transform cycling to work from a pain to a pleasure.

These ‘scope 3’ emissions are rarely discussed by design teams but are a huge part of the climate impact of the built environment, and of increasing concern to the companies that participate in carbon reporting and reduction initiatives such as the Science Based Target Initiative.”

Of course, the available modes of active travel are evolving at pace – new challenges are arising over storage for myriad cycle and scooter types, including concerns about the fire risk of sub-standard batteries in electric devices. However, we must not indulge knee-jerk reactions. A well-thought-through plan can embrace all transport modes and user needs by activating a variety of di erent spaces around your site and employing risk management techniques similar to PAT testing of electrical

business park, employee wellness programmes that reward commute have all been implemented for some time. There

vehicle charging stations have risen in prominence.

inadvertently led to more sustainable travel options

Other policy led initiatives such as car spaces saved for those ridesharing to work, shuttle buses from the train station to the business park, employee wellness programmes that reward ‘active’ routes to work and flexible working hours to suit the commute have all been implemented for some time. There have also been government initiatives such as the Cycle to Work Scheme and of course, more recently, electric vehicle charging stations have risen in prominence. The concept of allowing people to guarantee a parking space at work and leave with a full charge is a great benefit to colleagues. That said, those in the industry can likely confirm the di iculties we face in terms of functionality, with users ‘hogging’ the electrical bays beyond their allocated time, people parking there without electric vehicles and also the challenge of who should pay for the ‘fuel’. The benefits of these, although initially focused on talent retention, have inadvertently led to more sustainable travel options which can only be seen as a positive concept.

In the immediate present, we are seeing a continuation on the theme, of new initiatives coming through. At Pareto, we are reasonably progressive in these areas but are always reevaluating and looking for better ways to improve and are looking at a number of ideas and approaches. The key for us is an open and innovative approach and to challenge the status-quo. We are in the process of launching di erent inclusive sustainable travel initiatives including a tax e icient electric car scheme which will mean those who want to embrace electric vehicles will be able to do so at a reduced cost. We are also focusing on more sustainable providers, in particular COCO+, the UK’s only B Corp certified travel management company, whose sustainable approach to business travel and climate positive fuel card will help us to reduce our carbon footprint, with all unavoidable emissions o set at 101 per

reasonably progressive in these areas but are always reevaluating

Georgia Elliott-Smith

Emma Wilson

GeorgiaElliott-Smith

cent. It may cost slightly more, but it means your travel emissions can be at minus one per cent annually, which is excellent for the overall carbon neutral achievement. We are also relaunching our cycle to work scheme, this has been really well utilised in the past o ering VAT savings of the purchase of a bike as well as interest free loans to spread the cost over 12 months, again focusing on the accessibility. We always state this, but on this occasion, facilities service providers truly are uniquely positioned to help their clients improve their end-of-trip facilities and encourage more sustainable forms of travel at every stage. From design and planning to infrastructure and installation, to maintenance and upkeep, to security and safety, the operational teams are there throughout the whole journey. Therea er, there is the ability to engage users and gain feedback, collate data and provide opportunities for greater development of schemes. The service providers are living the client’s operational reality on a daily basis and can provide real-time innovation and feedback through their regular reviews. As well as learnings from other client sites on education and promotion of such initiatives. No one else in the client business would be closer to, or as interested in, these initiatives which is a great opportunity for service providers to lead the way”.

THE ACTIVE TRAVEL CONSULTANT'S VIEW ANDREW BROWN, JUST RIDE THE BIKE, ACTIVE TRAVEL CONSULTANCY

It's very mixed. On the one hand, planning authorities set guidelines for new developments that o en demand far more bike parking spaces than are needed.

So, there is an expectation amongst policymakers around the concept of people choosing an active route to work – particular in terms of just riding a bike to work.

Then, if you look at developers, then there is a desire to create the most modern, sustainable and low impact spaces that people want to work in – and want to reach easily in whatever manner is appropriate. What’s appropriate is a personal choice, but local authorities and hence planners are adhering to Government policy around health and wellbeing and are advocating an active travel policy. For developers that means cycling – because as anyone on the ReTour run by Remit, knows, bikes sell buildings. Bike parking is the new black for the property sector.

So, what about the people managing the building? This is where there is a catch. Even in award winning workplaces it is not always easy to arrive at your destination by bicycle. If you work at say, Henrietta House, in London’s West End, or The Lincoln in Manchester then you can access the bike parking easily. It is not so straightforward for a visitor. So, whilst going to work on a bike is good – using one to move between workplaces for a meeting works less well. So much so that leading construction directors of major developers use a Brompton folding bike to go between meetings in London because it can be easily stored, quickly and safely and there is no contentious negotiation with security or reception.

Likewise, deliveries by bike are o en thwarted due to the mindset

of security and building management sta . It is ironic that many users and occupiers of a space make an order, or request a delivery using a courier or a cargo bike logistics operator – because it is zero carbon –and find the arrangement failed due to be refused access to a space. For example, EY in London Bridge cannot use a cargo bike delivery firm to transfer documents and materials to a colleague in Canary Wharf as the bikes are refused access.

Cargo bikes are a new entity. Despite massive acceptance in Europe, a 25 per cent increase in commercial sales in the UK and popularity in the media, the world of workplace does not know what to do with cargo bikes or the potential they represent. Bikes are seen as a risk by security and reception teams alike. Whilst the riders know what they are doing sta manning loading bays refuse entry on safety grounds. Cargo bikes do not comply with operator and maintenance manuals, or any form of schedule. They do not compute. Hence the advantages of someone in an o ice hiring a cargo bike logistics operator are undermined by the FM systems.

There is huge inconsistency between sites. General misunderstanding. And a massive, missed opportunity. Cargo bikes can do exactly what a van can do – but with zero emissions. So, if you survey exactly what is ordered and despatched in and out of your workplace you can see not just where savings can be obtained, but emissions cut too. Cargo bikes are coming and the FM and CRE professionals, asset managers and property managers, along with the workplace community are well placed as customers to take huge advantage of the costs and environmental gains to be made by allowing access by cargo bikes and their riders.

Creating circular solutions for the lighting industry involves establishing strategies and practices that prioritise sustainability and resource efficiency.

Developing products with longer lifespans includes high-quality materials, durable components and a reliable manufacturing process backed up by knowledge and experience. Just some of the things that make The Regen Initiative partnerships so special. Our unique collaboration ensures sustainable practices crucial for the success of the lighting industry’s future.

Conceived by F Mark and COCO Lighting, and now partnered with Eco Fix UK. The Regen Initiative offers a new lighting fixture refurbishment service, breathing new life into existing fixtures.

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FEELINGS FOR FACILITIES

Patrick Ames, Design Director at Claremont, shares insights from Claremont’s research report - aptly titled The Workplace Oooh which sets out the feeling’s employees are searching for from their workplace and o ers practical tips on how this can be achieved

Facilities management has always been a varied role with busy professionals juggling the realities of buildings, facilities, services and user behaviours on a daily basis. But now, according to new research, facilities managers must also add feelings to their list of workplace concerns.

Research from nationwide workplace interior design and fit out business Claremont has identified the feelings that today’s employees want from the workplace experience. With work now seen as a task rather than a place, progressive employers are looking to the o ice to give employees the positive, branded, social and inspiring experiences they need to thrive. For facilities managers this presents a new list of operational considerations.

STATISTICAL INSIGHTS

Claremont commissioned Censuswide to survey more than 1,000 UK o ice workers across a range of sectors in January this year. The goal was to identify the impact of an o ice on a workforce’s positivity and productivity and to understand what employees need in order to feel happy, healthy and productive. The findings uncovered some surprising truths.

Almost half of employees – 52 per cent of hybrid workers and 48 per cent of full-time o ice-based workers – feel uninspired by their workplace, with 42 per cent saying their o ice doesn’t make them feel valued. At a time when employee engagement and retention is so crucial, this statistic is worrying. Workplaces need to be delivering much more.

The study also revealed that the vast majority of today’s

employees (84 per cent) expect the o ice to deliver an experience, rather than just being a place to complete tasks and that nearly a third want a fun creative environment (30 per cent), closely followed by brilliant technology (29 per cent).

This suggests the o ice has to work much harder to make itself relevant and inviting – especially when many people could choose to stay working from home instead. Consequently, it must o er the feelings, tools and experiences that lone working leaves us wanting – those rich in face-to-face contact, collaboration and socialisation.

SIX KEY EMOTIONS

The Workplace Oooh Report reveals six key emotions that today’s employees seek from their workplace – they want to feel inspired, valued, connected, supported, included and proud.

Camaraderie and a feeling of connection with colleagues is key – over a third (35 per cent) of all employees and 42 per cent of hybrid workers said they want to visit the o ice to feel human connection; and teamwork is what makes people feel the most productive and positive about being in the o ice. This is perhaps not surprising with more and more people working remotely.

The power of personal connection came through strongly in the results too – with working as part of a team making almost a third of employees feel positive (32 per cent) about work and more productive (31 per cent). This need for the human touch was especially important for hybrid employees - 26 per cent of hybrid employees want to form friendships in the o ice (compared with 20 per cent of full-time o ice workers) and 42 per cent say the desire to feel connected makes them visit the o ice.

Crucially, the research also revealed the red flags that put people o attending the o ice - including poor kitchen facilities, poor and outdated o ice etiquette, lack of quiet spaces, no wellbeing spaces, concerns about cleanliness, no access to the outdoors and even bad co ee – all things under an FM’s remit.

The research findings have also tackled some important misconceptions about how the o ice is used. There’s a mistaken belief that since COVID the modern o ice is only about collaboration and team work. But it’s also sought out by employees because they want to feel they can concentrate and access quiet spaces. Our research proved that unreservedly.

Eighteen per cent of hybrid workers say they would be most likely to use the o ice for concentrated work and 14 per cent say they’d use it for quiet/lone working –compared with 40 per cent and 20 per cent of full-time o ice workers.

This research shows that employees’ feelings are governed by how much choice and control they have over the spaces they use, and that they need to be frictionless. Annoyance over how others behave in a shared kitchen, the inability to get the basics right like good quality refreshments, struggling to access shared resources like meeting rooms, or di iculties finding a quiet space to concentrate all create unnecessary friction. Friction erodes patience, goodwill, positivity and productivity and ultimately, discourages employees from visiting.

DISPELLING GENERATIONAL STEREOTYPES

To truly understand what employees need from the workplace, it’s important to dispense with stereotypes, especially when it comes to the four major generations in the workplace – Generation Z (Born 1997 onwards), Millennials (Born 1981-1996), Generation X (Born 1965-1981) and Baby Boomers (Born 1946-64).

The research shows that Baby Boomers have the highest desire for face-to-face collaboration opportunities in the o ice (40 per cent) while Generation Z-ers have the greatest need for access to events to feel closer to employers (40 per cent). It’s the Millennials who are most in search of social occasions (39 per cent) and Generation X who want to form friendships and have opportunity for skills and development (both 35 per cent).

We all fall into the trap of generalising to some degree, but stereotypes can be unhelpful, especially when it comes to shaping the employee experience and designing the workplace.

Out of all the generations, it is Generation Z-ers, the youngest in the workforce, who

The Workplace Oooh Report reveals six key emotions that today’s employees seek from their workplace –they want to feel inspired, valued, connected, supported, included and proud.”

are most proud of their workspaces (8 per cent). This might seem surprising as they’re o en considered most likely to embrace all things digital, including remote working.

It’s this generation that’s o en without an ideal work space at home – perhaps they’re still living with parents or they’re in a noisy flat share. This generation is also the most likely to visit the o ice to benefit from heating, which is a sure sign of the times with cost-of-living increases – plus they expect environmentally responsible behaviours such as improved recycling and EV charging, and want the workplace to help them develop friendships and social ties. They are demanding and highly in tune with how they want work to make them feel.

At the other end of the spectrum are Baby Boomers who have spent the vast majority of their lives in very static desk-based o ice environments and are o en viewed as ‘technophobes’.

Yet contrary to the stereotype, Baby Boomers said better technology in the o ice to improve collaboration would make the o ice more inviting (24 per cent), while 40 per cent want more faceto-face collaboration opportunities from the o ice. Also it’s team work that makes Baby Boomers feel the most positive in the workplace – followed by seeing friends

workplace, there are some useful tips to ensure buildings respond appropriately.

Understand how work is really done

It’s important to understand an organisation’s workflow – that is how work gets done and information and tasks flow through the business. Is it that tasks flow through all departments quickly or does the organisation have a more project-based methodology, with project teams working to set deadlines? Once you understand how work flows through a business you can start to identify what it requires of space and facilities. This is a process we o en call workplace consultancy as it ties wants and needs together with more observational usage and behavioural studies. For FMs not able to commission workplace consultancy, there is still a lot to be gained from standing in the shoes of your employees and moving through a workspace as di erent tasks are completed. This will identify areas of friction and help to improve the employee experience.

Reframe Facilities

and being able to get their best work done. This generation is all about connection and productivity.

ENSURING WORKPLACES RESPOND

Set against the backdrop of distinct generational wants, it’s important to remember that there are common feelings that unite them as one homogenous workforce. For FMs to reflect this in the

Think about facilities from the position of how they make employees feel – if technology leaves employees unproductive and frustrated it needs revisiting. If demand for meeting rooms is so great that people are being turned away, then you need to provide more support. If there aren’t quiet spaces for people to join video calls or focus on concentrated work, they need to be added. If you’re not o ering spaces that suit those with neurodivergent needs, those who are experiencing menopause or those who have faith requirements – these need to be included. Many of these considerations are not new to the

FM role, but instead of thinking of them as facilities that impact e iciency, view them as opportunities to improve feelings and therefore wellbeing, positivity and productivity.

O er Choice and Personalisation

One of the biggest legacies from COVID is that people want to determine how, when and where they work. When employees can personalise their own workplace experiences by choosing which spaces and facilities they use, it makes them feel more positive and productive. Choice needs to be plentiful – from great tech to ensure parity of experience for in-person and remote meeting attendees, through to great refreshments, thoughtful areas to relax and spaces that suit the most quiet and studious of tasks as well as the most collaborative teams. Choice creates a sense of control and in turn makes the workplace more inclusive.

DELIVERING THE WORKPLACE OOOH

The real value of this research is that it’s highlighted that employees want to feel good about their work and themselves while they’re doing it.

This means workplaces need to cater for employees’ emotional needs and actively help them feel happy, healthy and more productive as well as meet their more practical task-based needs with systems and technology. The remit of FMs has expanded massively in recent years. Now there’s a huge opportunity for facilities professionals to really embrace how employees feel and to use these insights to curate, deliver and manage the very best workplace experiences.

To read Claremont’s Workplace Oooh Report in full, visit: www.claremontgi.com/ the-workplace-oooh/

Reference: 1504

Job Title: Operations Director.

Location: UK based; travel will be required. Our HQ is in Central London & Sheffield.

Salary: £121,000 pa up to a possible £130,000pa dependant on experience.

Contract: Full time, Permanent.

Closing Date: 3rd August 2023.

We are Gov Facility Services Ltd, a non-profit company owned entirely by the Ministry of Justice, supplying total facilities management (TFM) services to 48 prisons in the South of England. Our mission is to deliver safe, high quality and value driven facilities services in the justice sector.

This is an exciting executive leadership role, with management accountability for the day-to-day operation of GFSL services in respect to estates and facilities, ensuring all services are delivered in line with the principles of managing public funds. Fulfilling the role of director, there is a high level of responsibility and accountability to deliver services in line with legal requirements upholding an ethos of integrity, objectivity and honesty.

Core Role

Reporting to the Chief Executive Officer, the role of Operations Director will work as part of the main business board and lead an operational business team and multiple third-party specialist supply partners. The post-holder is responsible for the effective and efficient development and delivery of all services, specifically health, safety & environmental performance, legislative statutory compliance, general planned & preventative maintenance, and reactive repairs performance. This will involve accountability for the entire breadth of operational team activity and outputs ensuring that an efficient and effective service is delivered to our customer. Key to delivering the demanding portfolio is the ability to influence and communicate with a wide range of key customers and stakeholders who work within this unique and purposeful estate.

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CELEBRATING CREATIVITY

Anna King with the highlights of Clerkenwell Design Week 2023: A celebration of creativity from around the world

Street, USM hosted a panel discussion for the book O ice Shock – Creating Better Futures for Working and Living. The panel included the book’s Co-Author Joseph Press, Colin Macgadie, Chief Executive O icer at Hubl and USM’s own Ian Weddell. With a packed showroom, the discussion looked at the future of the o ice and what a post-COVID workplace could and should look like.

As leading designers and manufacturer of high-performance ergonomic furniture, Humanscale’s main driver is to improve the comfort of our work lives. With a prime position in Old Sessions House, CDW provided Humanscale with the perfect platform to showcase its design process. One of the main focuses was showcasing the newest addition to its ergonomic chair collection: the Path chair, designed by Todd Bracher. Path is the world’s most sustainable and inclusive task chair on the market, adapting to all body types without users having to make manual adjustments. The chair contains almost 22lbs of recycled materials, mostly made up of plastic bottles and ocean plastic. The textile options for this chair are from ‘Eco Knit’ which is made from 100 per cent post-consumer recycled polyester.

A prominent theme displayed around Clerkenwell was nature. It was apparent that the use of woods, natural textures and materials had proved popular amongst many designers, pushing the boundaries of sustainability and what it means to connect with the natural world on a deeper level. Highlights included the work of furniture manufacturers Ercol and Dare.

AsClerkenwell Design Week came to a close this year, it was time to reflect on what had been three days showcasing the best of the built environment, from buzzy manufacturers’ showrooms, architects throwing open their doors to other happenings in and around pockets of EC1.

Clerkenwell Design Week (CDW) has always been a great opportunity to discover cutting edge designs and concepts from all over the world – and this year was no di erent. With a new record turnout of 35,000 visitors including a significant international presence, the show was the ideal setting for industry professionals to network and connect with people from various sectors. With more than 130 showrooms, 10 exhibition venues and 200 exhibitors to visit, there was something for everyone.

Naturally, a key highlight was the array of contemporary designs in the renowned

Old Sessions House. Originally built as a courthouse and referenced in Dickens’ Oliver Twist, this centuries-old space has been refurbed to create a beautiful backdrop for all things design, with exposed plasterwork, aged stone, arched windows, and breathtaking chandeliers. The Grade II Listed building housed many showstopping brands, such as Humanscale, CLESOM, Dyson and KI, giving visitors the opportunity to explore and seek inspiration from their surroundings. USM, a Swiss family-run business since 1855, had a strong focus on the “durability, versatility and timeless design” of its products. As a modular furniture system, USM can be continuously remoulded and reshaped to fit into di erent environments and spaces, giving that ultimate sense of modularity.

LIVING WORK

For CDW this year, at its showroom on Central

British manufacturer Ercol, which has its manufacturing base just over 90 minutes away from London, uses sustainably sourced ash and oak timber for its chair legs with all wood sourced in Europe and the US. Ercol likes to focus on the natural progression of the tree itself as these inherent features give variations of grain and colour, making each piece of wood unique.

Established in 2009 by designer Sean Dare, the company that bears his surname has a mission to “create beautiful pieces of furniture which become an important element of the space they occupy”. Many of Dare’s collections are manufactured with timber frames and has achieved a ‘Chain of Custody Certification’, which verifies that the timber gathered for products is checked at every stage of processing to meet all standards of the FSC (Forest Stewardship Council).

SUSTAINABLE DESIGN

It was refreshing to see the focus on sustainable design within the number of talks and events taking place, where the e ects on designers, consumers and

other stakeholders was discussed. Topics ranged from a sustainable workplace to eco materials and green architecture, all with one clear focus: how to help the environment stay as eco-friendly as possible.

A highlight was the revamped and extended showroom space of Bisley. The space showcased the British manufacturer’s products for both the home and the workplace and the convergence of the two. Bisley also demonstrated its sustainable credentials in terms of logistics, manufacturing, and the supply chain.

Flokk is another firm with a huge focus on the environment. Known as a ‘House of Brands’, it o ers a huge range of seating solutions, tables, and accessories for the workplace. One of its classic products is the HÅG Capisco, with its distinctive customisable seating arrangement. It was originally inspired by a horseback rider’s posture and how that would help in a

workplace setting. This led to the chair having a saddle seat and a unique back shape, which creates endless seating options, whether sat or half standing. These varying positions encourage individuals to move around more towards what they find comfortable, with the aim being to help posture.

LIGHTING & TEXTILES

Lighting once again had a strong showing and was explored in many forms, from floor lamps to chandeliers and delicate table lights. One of the main places to discover a plethora of lighting was the subterranean House of Detention. This former Victorian prison was illuminated with the array of international lighting brands, standalone installations, and upcoming brands.

Lighting has the power to completely transform a space and how people perceive it, from the energising power of cool LEDs

to warmer, more relaxing tones. Back in Old Sessions House, family-run firm Chelsom Lighting celebrated its creativity in lighting design and for its 75th anniversary, released its newest collection, Edition 28, featuring a range of di erent decorative lighting styles.

Also, one not to miss at Clerkenwell was Curiousa Lighting. Its bold and bright designs could be seen at the British Collection where the company cleverly combined organic shapes and historical references into a modern aesthetic. Each element is handassembled with products featuring 70 per cent recycled glass.

Tom Kirk is another innovative lighting firm which specialises in the design and manufacture of decorative light fixtures and

fittings for both residential and commercial interiors. With a workshop in South-East London all materials are locally sourced within the UK, including polished brass, copper, and steel used to create the unique and cra ed fixtures. One of the highlights from the Tom Kirk display was the Reed Light with options as a table, wall, and floor light.

Texture is an essential part of creating a welcoming interior and there was inspiration aplenty at this year’s CDW from boucle to velvet. Kirkby Design has been creating cutting-edge fabrics, wallcoverings, and accessories for over a decade, developing a reputation for its interplay of texture including chenille, boucle, velvet and wool to create daring designs. Like many companies exhibiting at CDW, Kirkby makes a conscious e ort as far as the environmental impact on the planet goes, working alongside its suppliers to source and explore new recycled yarn developments to be included in new products.

All in all, Clerkenwell Design Week o ered up a ra of product innovation with a strong sense of sustainable design across three highly enjoyable days.

www.clerkenwelldesignweek.com

FUTURE FORCES

David Brewer, Chief Operating O cer, MOD’s Defence Infrastructure Organisation brings Sara Bean up to date on how the first of the Defence Infrastructure Organisation’s £1.6 billion Built Estate contracts is driving improvements

The Defence Infrastructure Organisation (DIO), which is responsible for maintaining Ministry of Defence (MOD) infrastructure, including military housing, training and construction has been working hard in recent years to improve the services it delivers to its Armed Forces customers. Speaking to FMJ back in 2020, David Brewer, Chief Operating O icer of MOD’s Defence Infrastructure Organisation outlined plans to overhaul services, digitise processes and build stronger relationships with suppliers.

By April 2022 the first phase of the Future Defence Infrastructure Services (FDIS) programme was underway, which reimagines the delivery of crucial building maintenance and hard facilities repair

services across the UK defence estate.

Four new regional contracts worth £1.6 billion; went to Mitie, which manages facilities across Scotland and Northern Ireland; VINCI in the South East of England and VIVO (a joint venture between Serco and Equans), covering the central region of the UK including Wales, the Midlands, the North of England and the South West. The contracts are for an initial seven years, with the option of a further threeyear extension.

A er crossing the one-year milestone, Brewer reflected on the scale of the challenge.

“It’s important to recognise the size, diversity and nature of the Defence Estate. There are 133,000 buildings across the whole of the UK, which range

from private houses to bomb proof nuclear bunkers, to high tech surveillance facilities and everything in between. There are thousands of SSSIs, (Sites of Special Scientific Interest) and historic listed buildings, so that level of diversity is an incredibly important bit of context.

“You’ve the other challenge of several di erent generations of facilities built to di erent standards at di erent times and the fact that because of a ordability issues, at times the estate has not been kept up to date and maintained in a way we would like and ended up in a situation where a lot of it is in pretty poor condition. You’re then trying to make that whole thing work as a collective piece, which really asks a lot of your maintenance activity.

“The challenge is how do you make sure you’re looking a er that type of infrastructure in a way that it is doing the job it needs to do for its users who are themselves doing pretty important jobs? This also includes residential accommodation for personnel and their families.”

PROCUREMENT PROCESS

The procurement process began with a review of the estate’s assets and an assessment of how well they were performing. The complex audit put the DIO in a position to deliver an improved and proactive repair service which over the life of the programme would ensure that properties were being more actively maintained.

When it came to the successful bidders, says Brewer: “What we were looking for as a di erentiator was ‘What is this organisation going to be like to work with in the long term? Do they share our values? Do they care about the job the defence estate does for our military people, the operational capability and the lived experience? And are they up for working with us to continually improve throughout the life of the contact? We’ve all seen good bids that aren’t followed through.

“We had to build in more capacity so we’ve been building and upscaling our team, simplifying our processes and procedures and obviously putting these new set of relationships in place with our suppliers. All of those things were an important element of building a capability that was going to be fit for the future.

“We were also really keen that those partners were going to work as a community rather than feeling like they were competing with each other.”

ONE TEAM APPROACH

Core to the FDIS programme was the establishment of a closer relationship with suppliers based on openness, honesty and trust. This saw the creation of a ‘Supplier’s Alliance’ which allows VINCI, VIVO and Mitie to share knowledge and ideas. To aid this process, the suppliers have established joint working groups on management, on maintenance schedules, project delivery and on health, safety and environment where all of the teams and the suppliers come together and share ideas.

This for example has enabled better planning for building maintenance work, with a joint review concluding that changing a practice of carrying out maintenance every week to once a fortnight could free up resources for other projects.

“Historically, suppliers were o en unwilling to talk and share best practice about health

and safety,” explains Brewer, “so we were trying to get to that position where they realised it’s in their best interests to share information to be successful, by creating a culture of ‘we succeed or we fail as a collective’.”

A crucial part of this ‘one team’ approach is the alignment of the DIO’s database with its suppliers. The system is designed to hold accurate data about every asset on the defence estate, to enable the shi towards a more preventative maintenance approach.

Says Brewer: “We’ve got a real time exchange of information which shows assets we’ve got, what’s failed, what’s working, what work is being done and how long it was o line. We’re working with the suppliers to increase the detail of that and build a full register which allows us to collectively exploit the intelligence that’s now held within our asset system.”

“As the client organisation we have been quite prescriptive in terms of what information we want captured and have a common asset hierarchy so that we and all of the suppliers are holding information in the same format and describing things the same way. That means for an estate of this

scale and complexity we’ve come to a point where we’ve a really good understanding of what our assets are and the tough bit now is how to exploit that information to make better decisions.”

DIVERSITY AND INNOVATION

Another important element of the FDIS programme was to build a wider and more diverse supply base; working with the larger companies and their smaller suppliers throughout the supply chain to support local economies around the country. By drawing on a much broader network of second and third tier suppliers there is now a much more local focus even at the tier one level.

Says Brewer: “As part of the procurement exercise we looked at how those organisations were going to give something back to the regions in which they were working.”

By encouraging suppliers to look at what they buy on a regular basis they can put a framework in place for a category management approach. For example, when one of the suppliers working on replacing a shared showered block and bathroom established a standard proposition, this meant that the estate and the supply chain could use the same sinks, tiles and panels etc as protocol, which could be rolled out more cost e ectively and e iciently.

Says Brewer: “It now feels like we’ve got the best of both worlds as we’ve got that local focus but we are also working across

What we were looking for as a di erentiator was ‘What is this organisation going to be like to work with in the long term? Do they share our values? Do they care about the job the defence estate does for our military people, the operational capability and the lived experience?”

these suppliers to make sure if one of them is doing something really well the others are able to draw on that.”

In another example, suppliers have been putting in place a system whereby all of the estate’s energy management systems are connected to central metering to enable better visibility of the estate’s power usage.

“We’re starting to see significant energy reductions,” says Brewer, “and once they have gone through the process of reconnecting all the metering and bringing the energy management systems into one place we’re getting about a 10 per cent energy reduction per establishment.

“We’ve also been running pilot schemes where we are potentially benefiting from 30 per cent energy savings in a single living accommodation block by installing devices such as thermostats on the radiators that are linked to sensors on the windows so that we don’t have windows open and radiators on at the same time.”

Another major innovation is the introduction of a ‘trust with consequences’ (TwC) contractual arrangement for delivering low value, high volume works in a quicker and more agile way. This initially covered projects worth up to £25,000 to bypass the usual tendering approvals processes - allowing work to start immediately. Its success has resulted in that limit being raised to £100,000.

Explains Brewer: “Basically, what it’s about is for simple work you can o en be in a situation where the consequences of delaying work can

cause more issues. We realised there was huge value in allowing people to get on with keeping things running well. It’s just saying that instead of spending weeks arguing over each individual piece of work we just let people get on with it and pay them the actual cost.

“I’m convinced we’re not only getting the work done more quickly but we are spending less money at the same time. It’s more e icient for us, for our suppliers and because we’re not asking them to give a fixed price quote they don’t have to build in risk which they transfer over to us on each and every job. It’s a more sensible way of doing business and because suppliers want a long relationship they don’t want anything to go wrong.

“We’ve got good scrutiny of this, with sample audits and carrying out checks, and making sure we’re getting what we pay for and it’s accelerated the pace at which we can deal with things which are low value but potentially have a big impact.”

TwC covers a complete range of jobs, from the construction of a new bathroom block to installing a replacement boiler in a mess facility.

CAPABILITY BUILDING

Just over one year into the programme and Brewer admits that it wasn’t all plain sailing, as given the size of the operation it was a huge task to get the contracts mobilised and

operational.

He says: “There are tens of thousands of people working on these contracts and more than a hundred thousand assets across the country. It’s a logistically tough exercise and we were genuinely worried if we would have a good continuity of service as we made that transition from one supplier to another.

“In our first year of operation we managed to deliver exactly the same as before but we did have ambitions to do more than that. When I look back, were we a bit over ambitious? We were asking a lot but with hindsight I’m delighted with what we achieved.”

He explains that while Year one was about transition and mobilisation, and creating that foundation for continuous improvement, there was still some great feedback from customers that the delivery performance was noticeably better in the first year of these new contracts than it had been previously. A priority for the FDIS programme now is to look at its planning processes – carried out jointly with the MOD front-line commands, drawing on the digital estate condition data to help inform the decision-making process. Explains Brewer: “It’s also one of the areas where we want to draw on the expertise of our suppliers when we haven’t previously really engaged them in the process to help them understand what we need to prioritise.

“When I look back over this last year I’d describe it as one of capability building, and that goes a bit broader than just the FDIS programme. We know that front-line commands are as determined as we are to address this historic backlog of infrastructure and how important it is for the lived experience of their people and operations. All of the front-line commands have put infrastructure high up their list of priorities. What that means is there is a real appetite and ambition for more activity to improve things.”

A priority for the FDIS programme now is to look at its planning processes – carried out jointly with the MOD front-line commands, drawing on the digital estate condition data to help inform the decision-making process.

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FRONT AND CENTRE

Front of House providers explain to FMJ how reception and guest services have evolved to support fluctuating occupancy levels while helping to create a sense of community in the workplace

According to research by Moneypenny, 82 per cent of FMs surveyed still have a receptionist at their o ice, and 82 per cent believe they will still have one in five years’ time. But the survey also confirms that the role of the receptionist has expanded, with over 31 per cent carrying out broader concierge or Front of House (FOH) duties.

“The responsibilities of those working in guest services have become vastly more varied, particularly with the advent of hybrid-working,” says Jose Saez, Operations Manager at Portico. “Our guest services team has evolved to be more agile, with its remit expanding to incorporate supportive functions. Working alongside the facilities team, these responsibilities could include acting as location first aiders, being the main point of contact for all floors, or carrying out induction training for new starters. In some locations, our guest services teams are also responsible for running cycle parks and looking a er meeting spaces.”

Flexibility is the key to navigating fluctuating

occupancy levels says Zoë Watts, MD of Bennett Hay. With three-day regimes that see Tuesday, Wednesday, and Thursday as the days with the biggest footfall, clients o en use the peak time in the o ice to get their workers together for events or business briefings.

She explains: “We’ve been involved in pop ups and talks, which inevitably need to be organised, so our front of house teams have to become involved in a far wider scope than the norms of reception services and the post room.”

Changed working patterns mean FOH providers are rescheduling their own teams. For On Verve, sta , known as DayMakers, Monday to Thursday are longer workdays and Fridays are shorter. Explains Bianca Angelico, On Verve Director and Chief DayMaker: “We have made adaptations to our outputs on Fridays, prioritising tasks such as auditing and weekly checks instead of attempting them on busier days. We have modified our operations and schedules accordingly, and this approach has proven to be highly e ective.”

Brigita Perry, Workplace Engagement Manager at Anabas FOH says service provisions also need to evolve if they are to e ectively support employees working in the o ice and those working from home. This means being more hands-on, helping employees to plan meetings and events, both physical and virtual, and booking required facilities on their behalf.

She explains: “At Anabas, we’ve created specialist roles for our clients to facilitate this. In my role as Workplace Engagement Manager, for example, I’m responsible for creating a workplace community which positively impacts culture. We regularly run events and workshops to enrich personal and professional development. We also host retail and food pop-ups to aid socialisation. We listen to what employees want and need and respond to this.”

VISITOR EXPERIENCE

Forty-five per cent of respondents to the Moneypenny survey said that welcoming guests was the top responsibility of FOH sta . Anabas’

Perry says for visitors and guests that grace a workplace on a sporadic, infrequent basis, a personal level of detail isn’t always possible, but guest services personnel should always seek to find out from the host who the guest is, the nature of their visit, and greet them by their name.

For Angelico of On Verve: “Everything has changed in the corporate space since COVID-19, from dress code to the extent of formalities. Therefore, it is essential to adjust our services accordingly. Our relationship with clients is built on a true partnership, where personalisation is key.”

According to Watts, at Bennett Hay, greater corporate responsibility towards DEI means they’ve invested in the development of their people so that they can o er an inclusive welcome to guests and employees.

“Our procedures and practices are emerging and are deliberately flexible to ensure we address our clients’ changing workforces. We’re training our teams so we can increase awareness and understanding of di erent cultures, backgrounds, and most specifically perspectives.

“As a reflection of our client’s brand and as we o en set the initial impression it’s critical that we get it right from the outset. There’s a marked move away from subservience to a culture of putting people at ease and putting a smile on their face, whatever their status is.”

Discreet but e ective security is a crucial part of the visitor remit as Seetan Varsani, Divisional Director, London, Corps Security points out – while di ering approaches maybe taken depending on the site, the principle remains to give visitors a positive host and guest experience.

“All our colleagues undergo training to build a broad and up-to-date awareness for FOH security measures and procedures. By using specialist VR training modules, our colleagues, both existing and new, are inducted and kept up-to-date with ongoing and regular update courses that reflect reallife scenarios in an immersive setting – while not interrupting operations at the client site.”

RECRUITMENT CHALLENGES

Research by employment group Manpower has revealed four in five businesses are struggling to fill vacancies because of a lack of skilled workers and UKHospitality Chief Executive Kate Nicholls says recruitment continues to be a key challenge for the industry.

“It is a challenge,” admits Angelico, “and it’s precisely why we approach recruitment di erently by expanding our search beyond individuals with a background solely in hotels or hospitality. We embrace a broader perspective, exploring candidates from the arts and neurodiversity community, which

helps to create an authentic environment.”

Bennett Hay emphasises the opportunity to work regular hours in a sector which usually requires unsociable hours.

Says Watts: “We promote the fact thatunlike a hotel or restaurant - we are very much 9-5:30 and weekdays. It’s led us to attracting top talent from five-star hotels and big-name restaurants who love the premise of the service industry but who want time to enjoy their family life with a more regular working week.”

For its part Portico recently launched an enhanced employee benefits scheme, designed to reward success and place the wellbeing and satisfaction of team members at the heart of the business. The first phase of the scheme includes access to enhanced health and wellbeing services, nutritional and mental health consultations, and a cycle to work scheme.

“This is as well as a paid charity day to support causes close to employees’ hearts, gym membership discounts, and free opportunities for learning and development available to all sta ,” says Saez.

Customer facing roles can be challenging advises Perry: “So it takes someone with the right attitude who understands that service in the workplace is more important than ever before. To remedy this, FOH employers need to create a positive working environment that prioritises wellbeing, culture and an appealing career trajectory. Front-of-house employers should work harder to highlight career development and upskilling opportunities.”

FRONT END TECHNOLOGY

Devices that track footfall from workers, guests, contractors, and suppliers as they enter and leave a site took o over COVID, so it’s no surprise that technology is playing an increasing important role in FOH services. According to Watts it’s part of the reason Bennett Hay has partnered with Lolly to enhance, develop, and create bespoke client front of house experiences.

“With Visitor Management Systems we can log visitor details, print badges and have real-time information of who is in the building at any given time,” she says.

“This helps us ensure we’ve planned the right amount of support such as catering to meet demand. We’re also working to support clients with mobile apps which can

enable meeting room reservations, service requests for food and drink, as well as be the focal point for extra-curricular workplace activities such as classes, talks and employee experiences.”

Perry believes the use of AI to understand o ice space is something we’ll be seeing more of. “Its capabilities will help with optimising o ice space allocation, schedules, and maintenance needs and could be key to enhancing the front of house experience.”

Portico’ uses an IT solution and services provider transACT, as an advanced visitor management system that streamlines the guest check-in process to enhance security measures, simplify automatic check-in procedures, handle a smart locker system and ensure e icient handling of visitor data.

To help enhance the client experience Portico Pulse is a digital hub that provides an extensive online catalogue of partners that o er on-site experiences across six categories including wellbeing, food and drink experiences, retail pop-ups, and charity and community.

Says Saez: “The hub, open exclusively for Portico clients, was created to stimulate footfall into o ices and enables the company’s guest services teams to go beyond providing a wonderful welcome to becoming social organisers generating shared collaborative and creative experiences that transcend the workplace.”

Angelico discloses that the inconsistent habit of users registering their guests is an issue the FOH sector faces regularly and believes this requires a cultural shi to ensure that this process becomes ingrained. However, she says the latest tech is proving invaluable when it comes to training.

“We use an online platform called Synergy to aid our team training, o ering

So it takes someone with the right attitude who understands that service in the workplace is more important than ever before. To remedy this, FOH employers need to create a positive working environment that prioritises wellbeing, culture and an appealing career trajectory.

concise sessions that are completed in less than five minutes. Gone are the days of enduring lengthy, tedious training sessions that drain enthusiasm. This tech-enabled training allows us to collaborate with our geographically dispersed team e ectively. It fosters knowledge sharing, encourages collaboration, and fuels innovation, enhancing the overall experience for everyone involved.”

SAFETY FIRST

FOH also has the huge responsibility of creating a welcoming environment while also ensuring safety and security. This says Angelico requires having a solid understanding of safety basics, building procedures and familiarising yourself with both guests and colleagues within the premises.

She explains: “This knowledge enables team members to identify individuals who should not be present. Implementing keycoloured lanyards and enforcing their usage is a crucial aspect of maintaining security and personnel identification.”

Anabas provides FOH teams with vigilance and conflict training to mitigate potentially unsafe situations. “In some cases,” says Perry, “the front of house and security service is completely blended, with FOH

personnel holding SIA licenses. Communication and information sharing are critical, too. Security will be at its strongest when front of house, security and concierge teams all work together.”

Varsani believes the FOH role is evolving into the dual responsibility of security and hospitality. “At Corps, we’re upskilling our FOH teams in Action Counters Terrorism (ACT) and See Check And Notify (SCAN), both NPSA-driven courses for the security world, but the more aware we can make sta in di erent areas such as FOH, loading bays, control rooms, etc., the more we can enhance the ability to be vigilant from a security perspective to feed into the blend and become a visual deterrent. Adding specialised training goes a long way to being able to recognise and flag scenarios that don’t look or feel right.”

WARM WELCOME

Encouraging sta back into the workplace remains a huge priority for employers. One of the main reasons Anabas is seeing employees choose to come back to the o ice during the week is due to the culture of an organisation and the desire to feel part of a thriving workplace community where

each member feels a sense of belonging and engagement.

Says Perry: “FOH personnel are the first team that people interact with upon entering a building. As such, they are o en a wellconnected source. FOH teams are o en privy to information about what people want and need, and this information has the power to spearhead change. FOH teams also set the tone for the experience employees and guests have within an organisation. Essentially, they are brand ambassadors.”

Varsani feels that is why it is crucial that the outsourced company understands their client company’s values and can project these through every opportunity with guests and visitors along their journey on site. “From welcoming people into the building, to picking up the phone every interaction counts.”

The DayMakers at On Verve strive to become the face and personality of the building, organising events, conducting floor walks, engaging with individuals, and resolving any issues that may

floor walks, engaging with any issues that may arise.

Says Angelico:

“Their goal is to ensure people can focus on their work without any distractions. It’s crucial to understand that everyone’s first impression of the building and their overall experience matters. If their initial encounter involves problems or ine iciencies, they may question why they bothered coming in to work at all, as they could have accomplished tasks more swi ly from home.”

building and their encounter involves problems

The aim of FOH she concludes is to provide a seamless environment where individuals can e ortlessly settle in, connect their computers and get to work.

The front of house and security service is completely blended, with FOH personnel holding SIA licenses. Communication and information sharing are critical, too. Security will be at its strongest when front of house, security and concierge teams all work together.”

WHAT WORKS WITH WASTE

Implement recycling programmes: recycling is a critical component of sustainable waste management. Facilities should ensure that recycling facilities are readily available and easily accessible to tenants and building occupants. This includes providing separate recycling bins for di erent types of materials and ensuring that these bins are regularly emptied and processed. Implement composting programmes: composting is an e ective way to process organic waste, such as food scraps and garden waste. Facility managers can implement composting programmes on-site or work with local composting facilities to process organic waste.

Wasteinfrastructure plays a critical role in e ective and sustainable waste management in both new and existing buildings. It is essential to prioritise waste infrastructure to ensure that waste is collected, processed and disposed of in an environmentally responsible manner. Alongside this, FMs can play a critical role in adding value to the waste management chain by promoting sustainable waste management practices.

NEW BUILDINGS

When it comes to new buildings, waste infrastructure should BE an integral part of the design process. Facilities managers can work closely with architects and construction teams to ensure that waste infrastructure is built into the design from the outset. This includes considering the placement of waste storage areas, recycling facilities and waste processing equipment.

One of the most important aspects of waste infrastructure in new buildings is the inclusion of separate waste streams for di erent types of waste. This could include separate bins for general waste, recyclable materials and organic waste, such as food scraps. Having separate waste streams makes it much easier to process and dispose of waste in an environmentally responsible way.

Another critical consideration in new buildings is the inclusion of waste processing equipment, such as composters, compactors or balers, which can help to reduce the need for transportation. This not only reduces the environmental impact of waste disposal, including carbon emissions associated with transportation, but also can lead to cost savings on waste management in the long term.

EXISTING BUILDINGS

In existing buildings, waste infrastructure can be more challenging to implement. However, it is still essential to prioritise waste management and look for opportunities to improve waste infrastructure where possible. FMs should conduct regular audits to assess the types and quantities of waste produced in the building. This can help to identify areas in which waste infrastructure could be improved, such as by including additional recycling bins or implementing a composting programme. Another important consideration in existing buildings is the proper maintenance of waste infrastructure. This includes regular cleaning and upkeep of waste storage areas and equipment, as well as ensuring that waste is collected and processed on a regular schedule. Proper maintenance of waste infrastructure is critical to ensuring that waste is correctly processed and disposed of.

SUSTAINABLE WASTE MANAGEMENT

E ective waste management is not just about collecting and disposing of waste. It is also about promoting sustainable waste management practices that minimise the environmental impact of waste disposal. There are several methods that can be used to support sustainable waste management. Reduce waste at the source: one of the most e ective ways to promote sustainable waste management is to reduce the amount of waste produced in the first place. Facilities managers can work with tenants and building occupants to promote waste reduction strategies, such as using reusable containers, reducing paper usage and avoiding single-use plastics.

Invest in waste processing equipment: composters, compactors, balers and shredders can help to process waste on-site, reducing the amount of waste that needs to be transported. Investing in this equipment can save money on waste management costs over the long term and reduce the environmental impact of waste disposal.

Incorporate information systems to monitor and track waste management practices within a facility: with the help of information systems, facilities managers can track waste generation and disposal patterns, identify areas for improvement and monitor the e ectiveness of waste management programmes. They can also use these data to make informed decisions about waste infrastructure and equipment investments.

Waste infrastructure is a critical element in achieving e ective and sustainable waste management in all types of buildings, whether they are new or existing ones.

The role of facilities managers in this process is vital, as they can add value to the waste management chain by reducing waste at the source, implementing recycling and composting programmes, investing in waste processing equipment and ensuring proper maintenance of waste infrastructure.

By doing so, they not only contribute to reducing the environmental impact of waste disposal but also save costs on waste management and enhance the overall sustainability and reputation of their buildings. By prioritising waste infrastructure and promoting sustainable waste management practices, we can make a significant di erence in minimising the environmental impact of waste disposal and creating a cleaner, healthier planet for generations to come.

Nuno Lopes from RSK-IWS describes how a waste management infrastructure can be incorporated into new and existing buildings which helps to support sustainable waste management practices

SUMMER PEST PROBLEMS

Rising temperatures herald the start of insect season and as spring dri s into summer, insect activity can intensify and cause potential problems for FMs.

Stored Product Insects (SPIs) are the world’s most expensive pest, costing businesses billions in additional costs and loss of product each year. SPIs, like any ‘indoor’ insect, can be an issue at hmore likely to be present during the summer months.

Blow flies, commonly known as bluebottles – are also a potential issue year-round, but more likely to become a problem over the summer, along with sewage flies, red poultry mites, textile moths and beetles, fruit flies, bed bugs, fleas and furniture beetles.

Tropical ants and cockroaches, may be present at any time of year, while houseflies, garden ants, mosquitoes, wasps and honeybees are usually only active in spring and summer.

As well as insects, birds can sometimes cause issues for businesses, with feral pigeons nesting year-round and gulls more active from April to August when they begin to nest.

Pests such as rats and mice tend to be less active in human environments in spring and summer, as there is a wealth of resources outdoors, mitigating their need to search buildings for warmth and food.

WHAT ARE THE RISKS?

Insects can cause a range of issues from risks to the health of people working on site and contamination

of product, to damage to equipment and even structural problems.

RISKS TO HEALTH:

Wasps – a wasp sting can cause anaphylaxis, an allergic reaction which can be life-threatening if swift action isn’t taken. In late summer, wasp nests can be home to between 3,000 and 8,000 wasps. A wasp that feels threatened can emit a pheromone that acts as a distress call to other wasps and can trigger a defensive stinging frenzy.

Cockroaches – known vectors of disease, cockroaches carry organisms that cause food poisoning such as salmonella, staphylococcus and streptococcus.

Flies – a family of two-winged polluters, flies commute from filth to food. Most species feed by vomiting saliva onto food surfaces and sucking up the resulting liquid. This contaminates food product with bacteria from their gut and feet.

Feral pigeons – diseases can be transmitted from bird droppings and the birds themselves. Feral pigeons can reportedly carry around 110 pathogens, while their droppings, when dry, can

become airborne in small particles, which can lead to respiratory complaints. Research suggests up to 49 per cent of feral pigeons could be infected with Chlamydia psittaci. The human infection is called ornithosis and symptoms include chills, fever, sweating, severe weakness, headache, blurred vision, pneumonia and possibly death. Nesting materials can block chimneys, flues and guttering, causing potential issues with carbon monoxide and water overflow. Pigeon droppings are acidic and can corrode metal, stone and brickwork.

SPIs – as well as contaminating products such as grain, cereal and tobacco, SPIs can also form a webbing which can cause significant damage to machinery and equipment.

Textile moths and beetles – the larvae of these insects feed on natural fabrics such as wool, silks, cotton, furs, hides and feathers, leaving signs of damage and even holes in clothes, carpets and furnishings.

Honeybees – a key pollinator, honeybees are vital to our eco system, but can occasionally cause issues if they nest in the wrong place. Honeybees have been known to settle in lofts or wall cavities,

BPCA’s Technical Manager, Natalie Bungay, outlines some common pest problems that can be encountered during the summer months, while Rob Burley-Jukes, a Director and Co-Founder of PestSense explains the evolution of Digital Pest control technology

where their honey-making activity can cause damage to the building and attract other pest such as wax moths. Wherever possible, honeybees should be removed rather than controlled.

WHEN TO CALL IN THE PROFESSIONALS

The British Pest Control Association is the UK trade association representing organisations with a professional interest in the eradication of public health pests. Pest professionals from BPCA member companies are best placed to advise on proofing measures including hygiene protocols and waste disposal and to assist FMs in ensuring premises are compliant with relevant legislation.

It is important to understand that tackling a pest infestation requires a process that can take several weeks or even longer. It is not enough to treat the pests that are visible. Insects will lay eggs that could hatch within days, weeks or even months and some species, such as cockroaches and bed bugs, are notoriously di icult to treat.

If wild birds such as pigeons or gulls become a problem, it is vital to consult a pest professional for advice as all wild birds, their nests and eggs are protected under the Wildlife and Countryside Act 1981.

An optimum method to support compliance with legislation and help prevent pest infestations is to establish a pest control maintenance cycle – a planned series of regular visits to check for and treat specific pests and recommend actions to prevent infestations.

A pest management professional will provide a comprehensive report with clear points for action between visits, a report on any chemicals used and a strategy for dealing with any pest issues found.

Regular visits from a pest professional can also help in supporting on-site sta to report sightings of pests, which enables swi action to be taken before a potential infestation can escalate.

MONITOR TO MANAGE

While the impact of digital technologies has been seen across many industries, industries such as pest control which require significant manual e ort have until recently been unable to gather information on what is happening on customer sites between one service visit and the next. As a result, there has been a lack of hard data - with industry norms and practices formulated around rules of thumb and proxy guidance in the absence of hard evidence – for example siting a rodent station every 10 metres. Digital pest management o ers the capability to gather data and present the evidence of cause and e ect. By changing the terminology from ‘control’ to ‘management’ service delivery becomes far more proactive and enabled by the technology and means it can follow Integrated Pest Management (IPM) principles.

So, digital pest management has potential, but what are the attributes to look for in a digitally delivered service and what are the benefits?

Continuous Remote Site Monitoring: There is an inherent risk reduction from 24x7 detection, tackling the problem early means fewer and less severe problems given the typical gestation period for rodents is 20 days.

On-Site Schedule is Need-Based: Today a typical pest management professional (PMP) spends 60 per cent of their time on-site checking rodent stations yet only three to five per cent tend to have activity, whereas better use of their professional skills would be to look for and pre-empt issues.

PestSense’s system uniquely tracks bait consumption, enabling an assessment of the extent and type of rodent pest activity and whether a site visit is needed. This equates to fewer but more e ective site visits.

Proof and Auditability: Digital provides data direct to customers and auditors and is available on what issues occurred when, their severity and how they were resolved. PMPs can demonstrate their e ort spent on resolving issues, justify the investment and make recommendations to fix problem areas.

Capable of FM Services Integration: Managing pest contracts should be more aligned and manageable alongside other FM services – not reliant on either a monthly treatment report or seeing mice in the corridor and then calling the pest contractor. FMs and corporate real estate need a platform they can scale, to manage their whole property estate as one. Estate managers should then be able to see the trends across all locations and stay informed of common pest problems, including seasonal activities or at certain times of day.

Choice of Control Options: Most digital solutions are oriented around traps, however a digital system gives PMPs the flexibility to use bait as well and avoid the limitation of traps being one-time use devices. Non-toxic baits are typically employed, meaning baiting with toxicity can be used only as needed to rapidly control infestations.

CURRENT PRACTICES

Pest management industry working practices and economics will need to change to fully leverage the benefits of digital tech. Contracts are still largely based around charging for site visits, rather than on the demonstrable outcome of the facility being pest free. Yet those facilities who are already adopting this new model are seeing the benefits. Pest prevention is analogous to fire prevention but needs to move to the latter’s model of continuous monitoring. No one would purchase a smoke alarm that only visited the site once a month.

MHIAE HELPS COOL ENERGY PRICES WITH FDTCVH SERIES

Mitsubishi Heavy Industries AirConditioning Europe (MHIAE), part of the MHI Group, encourages energy-e icient and sustainable air conditioning with its “A’ Design award” winner FDTC-VH series. The 4-way compact ceiling cassette has been designed to provide cooling and heating for a wide variety of commercial environments.

The series boasts a flush and modern finish in white with panel dimension (620 x 620) mm & only 10mm panel depth, seamlessly blending into the ceiling and can fit perfectly to standard ceiling grid to suit all indoor spaces. Each unit within the range is available with two grill designs to fit most interior themes, a honeycomb or gridtype grill, resulting in a cooling and heating unit that o ers clean airflow and merges into any environment.

Designed with user comfort in mind, each unit is also available with an optional Dra Prevention Panel with improved flexible flap control that prevents cold/hot dra s from being blown directly on the user.

Noise levels are also reduced for additional wellbeing by implementing a turbo fan within the unit, improving heat exchanger performance, DC fan motor and DC drain pump li s to 850mm from ceiling reducing overall energy use and providing low operating costs.

MHIAE also o ers five optional remote-control devices with this series, three wired and two wireless, enabling simple and convenient operation.

http://www.mhiae.com

ALTRO INTRODUCES ADHESIVE-FREE SAFETY FLOOR FOR COMMERCIAL KITCHENS

New Altro Stronghold 30 adhesive-free is the first adhesive-free flooring designed specifically for the rigours of commercial kitchens. It delivers sustainable, carbon-saving performance with minimum downtime and quick return to service for busy areas.

Like all Altro adhesive-free floors, Altro Stronghold™ 30 adhesive-free delivers huge time and cost savings over traditionally adhered floors as well as up to 50% saving in CO2. And like the well-established Altro Stronghold 30 adhered floor, this adhesive-free version achieves Altro’s highest rating for slip resistance (PTV ≥55, R12) and is designed to minimise risk in wet and greasy conditions for the lifetime of the flooring. For design freedom, it matches Altro Stronghold 30 in 8 versatile colours.

Altro Stronghold 30 adhesive-free can be welded and walked on the same day, significantly reducing kitchen downtime and getting busy kitchens back to service, making it a perfect choice for retrofit and refurbishment projects. Altro’s adhesive-free floors excel in their environmental credentials, and this new addition is no di erent. Over 95% of the installed floor can be recycled or reused a er use.

It’s easy to maintain and repair and has excellent scratch and scu resistance, giving your kitchen floor a long life expectancy. As well as helping to keep sta safe from slips, it also helps reduce their fatigue, thanks to its 3mm thickness which provides noise reduction up to 10dB and comfort underfoot.

www.altro.com/uk/resources/altro-guides/adhesive-free-floors

www.altro.co.uk

KINGSPAN SUPPORTS BIRMINGHAM REGENERATION PIPELINE

Kingspan Kooltherm

Pipe Insulation and Insulated Pipe Support Inserts have been installed as part of the community heating scheme for a new apartment block, forming part of the multi-million pound regeneration of Birmingham’s Perry Barr area.

Work on the apartment block on plot 6 of the Perry Barr development will provide much needed extra care housing provision with 268 one- and two-bedroom apartments. M&E design and build contractors, Dodd Group, developed the building services package for the community heating. With the city committed to reaching Net Zero Carbon by 2030, ensuring e icient operation of the network was crucial. To support this, Kingspan Kooltherm Pipe Insulation and Insulated Pipe Supports were fitted across all low temperature hot water (LTHW) and domestic hot water services (DHWS) pipework within the building by specialist contractors Insulation & Cladding Services Limited.

Kingspan Kooltherm Pipe Insulation o ers one of the most thermally e icient pipework insulation solutions, allowing the M&E team to minimise losses from secondary pipework with a slim insulation thickness. A dedicated product BIM object is also available from bimstore.co.uk and/or NBS Source. This supported accurate modelling as part of the BIM Level 2 approach used on the complex project.

PEOPLE ON THE MOVE… KEVIN HARRISON-ELLIS JOINS CLIVET!

Clivet are delighted to welcome Kevin HarrisonEllis as Head of Sales, Clivet Group UK.

Kevin has a diverse background, from actually installing heat pumps and renewable technologies, through branch manager at a wholesalers, regional and renewables management roles, and now at Clivet Group UK Ltd.

Previously at Grant UK, Mitsubishi Heavy Industries, and other illustrious names, we know that Kevin’s knowledge of the whole heat pump and renewables market is just what we need to head up sales in the UK for Clivet.

Kevin commented: “I always set myself high goals and targets and I would like to see Clivet become a major player in the heat pump market in the UK by the start of 2024. Ambitious of course, but achievable with the product line up we have.”

www.clivet.com

info@clivet.it

THE IMPORTANCE OF AI-DRIVEN DATA ANALYSIS FOR RETAILERS, LANDLORDS AND THE FM TEAMS SUPPORTING THEM

By James Massey, Managing Director of Facilities Management, MRI So ware

Bruised and battered coming out of the pandemic, anyone working in the retail sector continues to face severe economic challenges as the cost-of-living crisis and rising energy costs take a devastating toll on disposable income. The upshot is that retailers and commercial landlords cannot a ord to make bad decisions – especially when analysing their business on a location-to-location basis.

The good news is that, as many brace for further economic turbulence in 2023, they can use Artificial Intelligence (AI)-driven technologies to better grasp their situations and gain actionable insights. For retailers, landlords and the facilities management teams supporting them, energy management so ware is a crucial tool for better understanding and controlling costs.

Tools that capture, measure, and analyse energy usage through AI and machine learning make the task of turning sustainability and energy e iciency goals into actual actions much more manageable, compiling millions of data points into a user-friendly application for further analysis and reporting. They can also employ AI-based analytics to more easily make use of complex and voluminous data. Energy management technology helps them to set energy KPIs and track them in real time through dashboards and automated reports.

Having set their KPIs and energy trackers, managers can identify and combat the most common and o en unnoticed energy wasters across their properties. These solutions enable them to reduce their carbon footprint, improve e iciency and cut costs around their operational, HVAC, lighting and IT systems. It is a win-win as they not only mitigate spiralling energy costs but emerge as better corporate citizens.

Alongside AI-powered energy management, footfall tracking is another vital predictor of business performance for both landlords and retailers. Technology tools that yield precise footfall data help businesses make faster, more informed decisions that optimise operations across their property portfolios to boost margins.

Footfall tech tools – which can produce real-time data – enable retailers and landlords to understand

performance across individual locations by capturing visitor behaviour, such as movement and dwell time. They provide a wealth of information that empowers retailers to boost shopper tra ic and engagement while improving capture and conversation rates.

For shopping centre operators and other retail landlords, this type of data allows them to understand the impact of the programming they do at retail centres to attract and retain tenants – like Christmas light festivals, other seasonal activities, or other experiential opportunities linked to annual events such Fashion Week.

Combining footfall and energy use data with sales figures sheds light on the viability of individual stores – helping retailers to decide on actions such as whether they can and should look to use break clauses or renegotiate rents. Tapping into the same data allows landlords to anticipate what retail tenants will do and how they should negotiate

with them.

Utilising machine learning and AI throughout this process makes something that was once impossible to do manually now an essential part of retail decision-making. With further economic challenges facing the retail sector in 2023, adopting a range of AI-driven analysis technologies has become increasingly critical to better address the needs of retailers, their landlords and the FM teams tasked with handling major cost contributors such as energy management.

STADIUM SUPPORT SERVICES WIN FOUR-YEAR, FM CONTRACT WITH QUEENS PARK RANGERS FC

London-based Facilities Management company, Stadium Support Services has been appointed to provide a comprehensive range of essential services to both the stadium and training ground for the championship side, including maintenance, match day logistics, and project management.

Stadium Support Services has worked closely with Queens Park Rangers (QPR) for the past four years. During this time, capex and maintenance projects for the club have been a focus, earning Stadium Support Services a reputation for expertise, reliability, and attention to detail.

The new contract to manage and maintain the facilities at both the Lo us Road Stadium and the new state-of-the-art training ground is a testament to the strong relationship built with QPR over these years.

Joshua Scott, Head of Operations, QPR, commented: “We have reached a very important and exciting time at the club with access to our new training and squad facilities, and is therefore critical we are supported by the best suppliers as we transition into the 23/24 season and beyond.

Stadium Support Services is a trusted partner of the club having time and again demonstrated to us their commitment and quality of work when delivering complex projects and we look forward to

statutory regulations at all times.

"We are thrilled to have been awarded this new and exciting contract with QPR and to be given the opportunity to work as a trusted partner with such a historic football club. QPR is a forward-thinking club committed to driving high standards on and o the pitch” said Scott Hudson, Operations Director of Stadium Support Services.

“Our collaborative e orts over the past four years in developing a roadmap, demonstrate the promising future that lies ahead for QPR. We look forward to the continuation of our partnership with the club, as we work together to support their journey towards achieving new heights of success.”

the continued provision of high-quality service to our team, supporters, sta , and fans."

Under the terms of the contract, in addition to delivering the day-to-day maintenance and matchday services, Stadium Support Services will also be responsible for deploying a new CAFM system. This will ensure the two sites remain compliant, meeting

https://stadiumsupportservices.co.uk/

SMALL BUT POWERFUL ASD OPTION FROM PATOL

Industrial fire detection specialist Patol has reported an increase in the use of its ASD 531 aspirating smoke detection system as a cost-e ective option for protecting smaller applications from the threat of fire.

The ASD 531 is part of the highly sensitive range of ASD systems manufactured by Swiss company Securiton, a company that celebrates its 75th anniversary this year and for whom Patol is the partner in the UK. The detector is characterised by its quick commissioning, o ering protection of areas of up to 720 m2. No training is required, with commissioning achieved in four easy steps to provide e ective monitoring of smaller areas and premises where a reduced air sampling pipe network is su icient (up to 75 m). Simplicity is ensured through the detector being configured directly on the device, with no need for a PC.

As with the two larger models - including the highly successful and flagship ASD 535 modelthe ASD 531 is equipped with the well proven HD detector with LVSC (large-volume smoke chamber). This results in optimum sensitivity combined with a

long service life.

Despite its compact size, the ASD 531 o ers an impressive performance, with any increase in smoke concentration levels detected very early. The display and control panel indicates alarm, fault and status reports, with three fixed pre-alarms and a main alarm which can be forwarded to a fire alarm control panel.

Steve Wilder is a Senior Account Manager with Patol and comments: “The ASD 531 can be used in a wide range of applications, from museums and galleries to clean rooms and prison cells. Where we are seeing particular growth is in areas with restricted access such as li sha s and small switch rooms in telecoms facilities. The unit’s excellent resistance to dust contamination is also a significant advantage in such situations.”

ASD pipeflow so ware can be used to calculate the required pipe distance and sampling holes (typically Class C with 12 sampling holes, the last

www.patol.co.uk

Stadium Support Services is a leading FM company, based in the Southwest of England and provides a wide range of in-house services to clients in the sports, entertainment, and leisure industries across the country. The business specialises in reactive maintenance, cleaning, and rope access. With 20 years of experience, the company has established a reputation for excellence, delivering innovative and cost-e ective solutions to meet the needs of its clients.

being 40 m from the detector) to maintain EN54-20 approval and to achieve more cost-e ective pipe configurations.

patol.limited@ntlworld.com

GOJO’S JOURNEY TO GREEN

GOJO, THE INVENTORS OF PURELL™ strengthens its commitment to sustainability with SMART green goals

Skin and surface hygiene specialist, GOJO Industries-Europe is proud to launch ‘Journey to Green’. This manifesto sets out specific, measurable, achievable, relevant, and time-bound (SMART) objectives aimed at saving the planet, by creating real sustainable value, underpinned by four core principles and their respective pledges:

Plastics and Circularity

This pillar aims to integrate circularity principles into GOJO’s operations, with a focus on product design to solve the problem of single-use plastic and achieve zero waste. The first pledge of this pillar has already been realised and is also a first for the hygiene market: from May 2023, all GOJO’s collapsible refill cartridges will be made of 100% recycled Polyethylene Terephthalate (R-PET) – enabling the plastic material to be produced without exhausting natural resources and lowering carbon emissions. This principle also includes a gradual replacement of virgin plastic with recycled plastic in the packaging produced, aiming to achieve a 30% reduction in the use of virgin plastic and using 100% recyclable plastic

on all GOJO’s cartridges and bottles by 2025.

Clean Chemistry GOJO will continue developing innovative and safe hygiene solutions to promote greater health and wellbeing. Specific objectives include ensuring that 100% of cosmetic formulas qualify as biodegradable according to Organisation for Economic Co-operation and Development (OECD) principle 301 by 2030. The company also plans to remove any sensitising fragrances and o er alternatives that avoid the use of biocidal and surfactant agents, which could potentially be of concern for the environment and safety, for 100% of its formulas by 2025.

Resilience and Climate Responsibility

This principle focuses on carbon-reduction with monitoring and reduction of emissions throughout the value chain. Having recently completed a carbon footprint assessment at the company’s French HQ and manufacturing plant, GOJO has set a target to become net zero by 2050 at the latest. It is committed to achieving this neutral balance sheet, through the Sciences Based Target Initiatives system. Its first steps to realise this goal include reducing energy consumption by 20% by 2025, solid waste by 20%

by 2025, liquid waste by 20% by 2024, and water consumption for site operations by 20%.

Flourishing Team GOJO

By placing people, the engine of change, at the heart of its organisation and its decisions, GOJO is committed to developing the leadership potential of each individual to ensure enhanced collective performance. As well as supporting its employees in the development of their careers and skills, it aims to achieve a score of 86/100 on the Gender Equality Index by 2024 and will be regularly monitoring sta satisfaction levels.

TRACK THE INVISIBLE AND MAKE INDOOR AIR QUALITY A PRIORITY WITH THE IAQ MULTI-SENSOR

The IAQ multi-sensor from Siemens Smart Infrastructure o ers a key contribution to room automation with a simple insight into room conditions that helps to prioritise indoor air quality and create a healthy and productive environment.

The sensor tracks seven key environmental factors in a single wallmounted unit: fine dust (PM2.5), volatile organic compounds (VOCs), carbon dioxide, relative humidity, temperature, light and noise (dBA). The IAQ o ers the same level of accuracy as individual room sensors, with an intuitive colour indicator to identify air quality status. Transparency in air quality is further ensured through an easy-to-read LED display, with a simplistic design that o ers clear and quick indication of air conditions. This simplicity is carried through to the touch-sensitive buttons which allow easy scrolling through the sensor’s parameters.

The unit assists building owners and operators in meeting a range of environmental building

regulations and certification requirements including WELL, RESET, LBC, FITWEL and LEED.

In addition to monitoring the air quality, the noise sensor (no recording) can detect the number of people in a meeting room.

Studies have shown that poor ventilation can account for more than 50 percent of all sick leave with poor air quality also perceived to reduce work performance by over 9 per cent. The IAQ is one of a range of products from Siemens designed to

www.siemens.com

by and

optimise indoor air quality which is some 2.5 times more polluted than typical outdoor air. This range also includes Connect Box, an open and easy-to-use IoT solution which manages small to medium-sized buildings and can be simply connected to operate with the IAQ via wireless or wired protocols (BACnet and LoRaWAN).

Ease of installation is ensured through the sensor being suitable for use with most commercially available recessed conduit boxes.

Working together, the IAQ multi-sensor and Connect Box o er a highly e icient monitoring solution to increase health and comfort in small to medium-sized buildings without the need of a BMS system.

For further information on Siemens Building Products - www.siemens.co.uk/ buildingtechnologies

For further information on Siemens Smart Infrastructure, please see www.siemens.com/ smart-infrastructure

JANGRO LAUNCHES NEW CLEANING & HYGIENE SUPPLIES CATALOGUE

Jangro, the UK & Ireland’s largest network of independent janitorial and cleaning distributors, is proud to launch its Cleaning & Hygiene Supplies Catalogue 2023/24, which is bursting with the latest innovative and sustainable products.

In fact, new sustainable products and processes feature heavily throughout the catalogue, helping Jangro customers to make more environmentally responsible decisions. For example, the catalogue promotes Jangro’s new ‘RRR’ cartons. These brown cardboard boxes are emblazoned with the messaging ‘Return, Reuse, Recycle’, a new service that enables customers to return empty boxes if they no longer have a need for them.

Continuing the sustainability theme, and a new addition to the catalogue, is Jangro’s award-winning ntrl collection of vegan cleaning products. Registered with The Vegan Society’s Trademark, all formulas are 100% biodegradable, contain zero petrochemicals, and can reduce the product’s carbon footprint by up to 85%.

The catalogue also features a new section dedicated to professional machinery including dry tub vacuums, wet and dry tub vacuums, extraction machines, sweepers, scrubber dryers, and pressure washers.

As infection control remains high on the agenda for any commercial establishment, the catalogue includes soaps, hand sanitisers and supplies to keep hands and surfaces hygienically clean. These include new Jangro Clinical Disinfectant Wipes and Jangro Hand and Surface Wipes, which both o er e ective infection control on-the-go. Available both online and as a hard-copy.

MAKE ‘LITEWORK’ OF WORKING IN SUMMER

Cover up for shade with lightweight Snickers Workwear - a must for the summer months.

LiteWork working clothes from Snickers Workwear are specially designed for cra smen and cra swomen who need to keep cool when it’s hot and protected when it’s sunny.

Just like high performance sportswear, these lightweight, durable garments employ intelligent fabric and design solutions to provide moisture-wicking, quick-drying features to keep you dry and ventilated plus UV-protection when the heat is on at work.

A er all, keeping a balanced body temperature is not just about staying cool it’s a matter of your wellbeing and job safety. So, to make sure you get the right protection, flexibility, durability and ventilation, check out the LiteWork product range for precisely the right garments to fit your workday. (https://www. snickersworkwear.com/products/litework)

The ergonomic, body-mapping Trousers, Shirts, Shorts, mid-layer Jackets and Windproofers have all the comfort and functionality of other Snickers Workwear stretch garments but give extra freedom of movement on site. Just what you’ll need to get your job done comfortably in summer.

www.snickersworkwear.co.uk sales@hultaforsgroup.co.uk

COLLECTING MORE ON-STREET MIXED RECYCLING WASTE…

Leafield Environmental, the UK’s leading manufacturer and designer of plastic bins are delighted to launch the Heritage Square Recycling Bin in two sizes to collect mixed recyclables in high footfall areas including high-streets, parks, leisure attractions and seaside resorts.

The Heritage Square recycling bin is available as a 110-litre unit or 240-litre unit and was designed following customer demand for an external recycling bin in keeping with their existing traditionally styled Leafield Heritage litter bins. The standard unit comes in black with gold banding and features 4x WRAP compliant lime green mixed recycling labels and lime green propeller shaped aperture insert to collect a wide variety of mixed recycling waste. The black units are made from up to 100% recycled plastic.

The Heritage Square XL recycling bin features a 240-litre wheelie bin, and the Heritage Square 110-litre bin features a 110-litre steel liner. Both units have a 4-way aperture providing all round access in high footfall areas. The bins are manufactured with an enhanced double wall structure for ultimate rigidity and durability, making it suitable for coastal environments. Designed with an anti-fly poster ribbed surface to deter fly posting and curved hood to prevent waste being le on the top of the bin. The Heritage Square XL has a slam shut door with multi point lock and the Heritage Square 110-litre has a diagonal hinged door for easy access and no li ing is required.

01484 854788

THE SIMPLE & CERTAIN ROUTE TO FIRE DOOR COMPLIANCE FROM DOORFIT

Doorfit has an enviable reputation for specifying and supplying high quality products in the areas of architectural ironmongery, timber doorsets, entrance doors and garage doors. Doorfit’s deep and extensive experience with architectural ironmongery has been wrapped into a new product o ering, Protus Timber Fire Doorsets.

Post Grenfell

In the wake of Grenfell, demonstrable compliance is central to fire doors. Doorfit’s Protus Timber Fire Doorsets are now the simplest and most certain route to ensure fire doors are certified for all necessary building and fire regulations. Protus Fire Doorsets are for use in healthcare, education, commercial, etc., and multi-occupancy buildings.

A Fully Certified, Complete Assembly

Protus Doorsets are sold as one, fully-certified, item and are a complete assembly of door leaf, frame, seals, vision panels and hardware that is certified compliant and will ensure optimal on-site fire safety.

High risk or certainty?

Choosing to follow the route of on-site joinery construction is full of risk. Compliance of each component must be ascertained and documented,

along with confirmation that the installer has fitted each item as per the manufacturer’s instructions. Gaps in the seals? Door to frame gap over 3mm? Correct signage? Protus Timber Fire Doorsets eliminate the uncertainty.

Quick and easy to install

As most of the assembly is completed ahead of time and factory prepared to precise tolerances, Protus Timber Fire Doorsets require minimal on-site fabrication. This allows installers to make light work of the installation, giving you peace of mind that fire doors are installed according to all necessary building and fire regulations for England and Wales. PAS 24 security and dB ratings are also available to further extend the applications of Protus.

“Protus is a big step forward. Our ironmongery knowledge is second to none and applying that capability to our own line of doorsets gives customers a truly complete package

– well considered architectural ironmongery for the optimum user experience and access management, combined into fully certified doorsets for e ortless compliance. Protus is available now and already gaining traction, as architects, specifiers and contractors tap into the expertise we layer onto this exciting new product. It’s liked by installers too, as fitting is fast and straightforward, saving significant time over traditional joiner fabrication and the inherently challenging compliance from this approach,” Robert Neil, Doorfit’s joint MD commented.

Doorfit, currently celebrating its 70th anniversary, has a turnover of £11.5m and 50 sta , who’s knowledge and expertise back its products as Doorfit continues to be the name to trust for its values and customer-led approach.

WATERBLADE SUPPORTS RECORD NUMBER OF ROLL-OUTS IN 2023, ALREADY EXCEEDING 2022

Waterblade Director Nigel Bamford says: ‘‘The reason we are always happy to support you in introducing Waterblade to your client, by supplying a sample, assisting in demonstrating the business case and the carbon saving is simple. Once you have fitted one and assessed it, we always get the order!’’ Waterblade is WRAS approved and UK manufactured in premises with ISO 9001 and 14001. We believe it o ers the best low flow handwashing performance there is. Typically giving a payback period of under 3 months. It can be quickly retro fitted to most mixer taps.

BSIF INNOVATION AWARD FOR ALERT REAL-TIME AIRBORNE ASBESTOS MONITOR

Alert Technology scooped this year’s Product Innovation Award for the Asbestos ALERT PRO Connected, the world’s first real-time airborne asbestos detector.

The ALERT PRO Connected is an IoT monitor and warning device with patented technology designed to help prevent prolonged exposure to airborne asbestos, which remains the world’s leading cause of occupational cancer.

The ALERT PRO Connected distinguishes airborne asbestos from non-asbestos fibres with 99% confidence providing the world’s first and only real-time alarm. Equally important is the intelligent information ALERT captures and catalogues. Users have real-time access to time-stamped particle and fibre counts, asbestos warnings and alarms, GPS tracking and personalised sampling and project information in real-time anywhere in the world via our data platform, ALERT Connect.

Not intended as replacement of traditional asbestos testing methodology, ALERT fills a gap in existing practices. The data available from ALERT on increasing / decreasing fibre and particulate levels and asbestos exposure events provides a level of granularity never available before and all clearly illustrated in easy-to-understand graphs and reports.

Alert’s Global Sales Manager, Dan Rushton says: “We see the ALERT PRO range becoming the new best practice - o ering an additional layer of safety data for use in conjunction with the legislative methods such as PCM, PLM, SEM & TEM which remain the evidentiary requirement.”

www.thewaterblade.com info@thewaterblade.com

2N TAKES BEST-SELLING INTERCOM TO THE NEXT LEVEL

2N, the global market leader in internet-enabled intercoms and access control systems, has upgraded the functionality of its best-selling intercom, the 2N® IP Verso 2.0, to enhance both security and flexibility. This is a direct response to surveys where 2N’s residential and commercial customers were asked about the features they most wanted to see in access control devices.

The security upgrades include a full HD wide-angle camera which, based on 2N’s internal research, is now a requirement in more than 50% of o ice projects (and is being requested by homeowners too). The camera provides crystalclear image quality even in very poor light. It can also maintain full image colour until just minutes before total darkness, unlike other cameras that switch to night mode and infrared illumination at dusk.

The third new feature designed to enhance the ability of users to see what is happening outside the door is Adaptive Face Zooming, which automatically zooms in on the visitor, allowing the user to identify them more easily on the answering unit or their smartphone.

The final security improvement is a new chassis made of anodised aluminium. This makes the intercom’s body much stronger and better able to resist attempted vandalism.

In terms of flexibility, the 2N® IP Verso 2.0 now supports a fi h type of access credential: QR codes (as well RFID cards, PIN codes, fingerprint and smartphone access).

www.2n.com

sales@2n.com

www.alerttechnologyltd.com loretta@asbestos-alert.com

TORK BRAND OFFERS A RANGE OF CARBON NEUTRAL CERTIFIED DISPENSERS

Essity’s Tork brand is the first in Europe to reduce and compensate carbon emissions for the entire life cycle of selected soap, toilet paper and hand towel dispensers.

The Tork brand now o ers carbon neutral certification on a range of its existing dispensers. This is achieved through a combination of carbon reduction and compensation across the entire life cycle – from raw materials to end-of-life. The 27 Tork carbon neutral dispensers are produced with certified renewable electricity, and the remaining emissions are compensated with certified climate projects.

The Tork brand is part of global hygiene and health company Essity, recognised as a company with leading sustainability ambitions and targets.

Essity has already reduced the carbon emissions for the 27 Tork dispensers by using certified renewable electricity for the production. To reach carbon neutral, the company is now compensating the remaining carbon emissions through investments in certified climate projects with ClimatePartner. The selected projects reduce carbon emissions by supplying clean drinking water in Cambodia, providing energy e icient cookstoves in India, and supporting forest protection in Indonesia.

All Tork dispensers are designed with sustainability in mind. From using durable materials to enabling consumption reduction of up to 40% for several systems. And from o ering data sensors for improved cleaning routines to ‘Easy to Use’ certification from the Swedish Rheumatism Association. www.tork.co.uk/sustainabledispensers

DIRECTOR HIRE AT SODEXO ENERGY & RESOURCES

Sodexo Energy & Resources has appointed Tony Brady to the role of Business Development Director, where he will support the delivery of the company’s regional strategy to provide value added solutions for its current and existing clients.

Brady joins the senior leadership team for Sodexo Energy & Resources UK and Ireland from ASCO Group, bringing with him global experience across the Oil & Gas and Energy Transition Supply Chain. His career has seen him set up and run o shore supply bases in Rio De Janeiro and on the Amazon River in the City of Belem, as well as running an o shore supply base for bp at Galeota Point in Trinidad.

Sodexo’s Energy & Resources business delivers catering, hospitality, welfare, facilities management services, property management and refurbishments services to over 40 onshore energy and o shore & marine client sites throughout the UK.

CIO APPOINTMENT AT OCS

OCS Group has appointed Ketan Patel as Chief Information O icer to support the business in the next stage of its development.

Patel, who recently featured in the Top 100 global CIO awards 2023 brings a proven track record in helping companies prepare for future growth. He joins OCS from WHSmith PLC where he held the position of Group CIO and is currently also an advisor as part of Endava’s Private Equity Group, providing clients with commercially-focused technology, strategic advisory and operational improvement services across all business sectors.

In his new role Patel’s remit covers overall responsibility for the Group’s core technology and digital landscape, including the strategy of how technology supports and underpins its mission and values and ensure the creation of the best performing team to optimise the business moving forward. Patel will join the OCS Group Executive Committee, reporting directly to CEO Rob Legge.

FM CAREERS - PEOPLE

ISS NAMES KASPER FANGEL AS NEW GROUP CEO

Workplace experience and facility management company, ISS, has appointed Kasper Fangel as the company’s new Group CEO, e ective from 1 September. This appointment follows the resignation of Jacob Aarup-Andersen in March, who has accepted a new position as CEO of Carlsberg Group.

Kasper, the current Group Chief Financial O icer of ISS, brings a wealth of experience and expertise to this new role. ISS says his career has seen him demonstrate exceptional leadership skills and a deep understanding of the facility management industry, and that his strategic vision, coupled with a strong focus on financials, operational excellence and customer-centricity, made him the ideal choice.

Aarup-Andersen will remain at ISS until the end of August and will commence an onboarding with Fangel, over the next two months, to ensure a smooth transition. ISS has also commenced a search process for the new Group CFO which will include both internal and external candidates.

We understand the importance of facilities management and those that work within it. That’s why we place such emphasis on connecting leading FM professionals with top employers.

If you are looking to grow your facilities team across soft services, engineering or facilities management, our FM recruitment team have a rapidly expanding network of job seekers available for temporary, permanent or contract vacancies.

FM CAREERS - RECRUITMENT

BREAKING BARRIERS

Head of the Mitie Foundation Mollie Green celebrates 10 years of breaking down barriers to employment

Facilities management is an industry ripe with opportunities and can be a fantastic route into employment for disadvantaged groups. People with learning di iculties, veterans, ex-o enders, young people and the long-term unemployed may all face barriers to employment, but with the sheer variety of roles available in the FM industry, there truly is a job for everyone.

As one of the country’s leading employers, Mitie has a unique opportunity to help people enter or return to the world of work and so 10 years ago formed The Mitie Foundation and its flagship Ready2Work scheme.

Ready2Work is an eight-week introduction to the world of work, involving open days, a pre-placement preparation week to learn core employment skills, and then seven weeks of work experience, finishing with an awards ceremony to celebrate completing the scheme. Each candidate is paired with a Mitie mentor to provide personalised support on their

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journey through the programme – in fact, one of the core principles of the Ready2Work programme is support. As well as helping candidates better understand their own personal strengths and development areas, we’ve seen time and time again that by building this one-to-one relationship on both a personal and professional level, we can help give a boost to the career confidence that may have been missing before.

OFFERING OPPORTUNITIES

This was experienced first-hand by our colleague Abdul. A er arriving in the UK from Afghanistan in February 2022, he initially found it di icult to secure job interviews, despite having the relevant qualifications and job experience. By joining the Ready2Work programme and working with his mentor on key areas, such as CV writing, job interview skills and business English proficiency, we helped him overcome the barriers he faced and rebuild his confidence.

In fact, a er being so impressed with his performance and rapid development during his work experience, Mitie o ered him a permanent role as a crime analyst within the Mitie Security team. Looking at how far Abdul has come shows that by simply

o ering someone the right support and guidance, we can help them overcome any challenges they may face to build a thriving career in the FM industry. Unfortunately, one of the first barriers people may face, before even sitting down for an interview, is prejudice. Many of the candidates coming through our programme tell us that they feel like no one is willing to take a chance on them. That is exactly how one of our colleagues, Je ery, felt before joining the Ready2Work programme. Je ery su ers from anxiety and epilepsy and had been out of work for 18 years before joining Mitie in February 2020, despite applying for countless roles. He o en felt his applications were unfairly discounted because of his health issues and the long time he had spent out of employment. As part of the programme, Je ery received support in preparing for interviews and building his confidence, before going on to complete his work placement on Mitie’s Hinchingbrooke Hospital contract. During his time in the scheme, Je ery impressed his manager so much that within just four weeks he was o ered a permanent contract. By helping to build back Je ery’s confidence, we unearthed an enthusiastic and brilliantly capable new member of our team. Now, not only does Mitie have a fantastic addition to the team, but more importantly, it has made a massive di erence to Je ery, with he himself saying: “I’m on cloud nine. This is the best opportunity of my life! Working is so much better than not working.” These success stories show just how life changing these programmes can be.

READY2WORK SUCCESS

Facilities management as an industry has such a diverse range of roles, from cleaning, security, engineering and front of house, to landscaping, waste management and so much more, and the range of career opportunities makes it ideal for initiatives like Ready2Work. The success we’ve had so far with the Ready2Work scheme is clear, reinforcing our belief that every single person brings something unique to the workplace. To date, over 550 candidates have been through the programme, with 70 per cent going on to secure employment straight a er completion.

One of Mitie’s core values is ‘Our diversity makes us stronger’, and the achievements of the Mitie Foundation and its alumni over the past decade make it clear that this truly is the case. By o ering a little time and support so that every candidate is given a fair chance, not only can businesses help individuals into the world of work, they can also access a range of talented individuals that bring their own unique perspectives to the workplace. It has been a fantastic and immensely fulfilling 10 years, helping people from all walks of life overcome the barriers in front of them – here’s to another 10 years of success.

CLEAN STANDARDS

Whole-Workforce training is creating e ective, demonstrable standards along with ‘Knowledge Networks’ in the UK cleaning sector reports Sara Bean

understands the core service the company provides, yet enables the creation of personal training plans for any role in a company. Once a solid foundation of basic training has been established, it can be built upon with career path and leadership training for both field and non-field-based sta .

This is how standards in knowledge, productivity, abilities, protection, and information can, and are, being created. When supported by ‘live’ data, as with UhUb, Whole-Workforce training can significantly and surprisingly improve the quality of cleaning standards. Put simply if it’s demonstrable with data then it happened and can be measured.

While Whole-Workforce training is a proven way to create standards across a business, the industry needs to go further. Standards must be established and delivered right across the sector, and the UhUb Community are doing this through ‘Knowledge Networks’, which are being deployed business to business across the supply chain.

WHAT ARE KNOWLEDGE NETWORKS?

The cleaning industry has experienced a huge amount of change over the past few years. In response we are seeing the demand increase for vastly improved demonstrable training standards that are delivered equitably, fast becoming a key topic of conversation when discussing any quality service delivery.

At UhUb we are seeing that through constant conversations involving new thinking, invention and fast adoption, businesses who put energy into change are strengthened and can create a more resilient work environment, and workforce. They can aspire to do more and, importantly, expect to deliver those aspirations. Being told there are limits to what can be done is no longer as acceptable as it once was. Setting training standards is a decision about how things should be done, and therefore can be subjective. Within the cleaning sector such ‘standards’ have o en been decided upon and disseminated by a small group of people or an organisation who may have had a very specific view of how things have always been done and by whom, and therefore, how things should be done in the future. Why change what has always seemed to work? The issue there is the world HAS changed, and alongside it so has service user expectations on skills, knowledge, evidence of how standards are being met and maintained, and crucially, developed for future needs and aspirations.

Historically there has been very little monitoring of standards, meaning once published there is no real-time data on how they are received, perceived, or progressing.

Explains Stephen Goddall, MD at UhUb: “At UhUb we believe laying out, and publishing a set of skills standards is one thing, in principle a good thing, but making sure they are deployed ‘as standard’ is very di erent. To go further, demonstrability is di erent again and most published standards have failed to gain traction across the sector, e ectively. They may be ‘known’, they may be spoken about, but are they delivered day in, day out?”

What is clear in some parts of the sector is that there is something di erent emerging. Forward thinking businesses that understand ‘training for all’ is needed, sometimes even outside business borders, and the value of data as evidence, are taking a new approach. This is being led by our community and facilitated by the rapid development of UhUb itself to match those needs and creative approaches. The adoption of Whole-Workforce training is at the heart of that movement.

WHY WHOLE-WORKFORCE TRAINING?

It’s simple. Whole-Workforce training is the only way to ensure everyone across the business receives the same level of training, has the same skills,

More than ever companies need to provide a commitment to their service users that every operative will be trained to the same standard. Knowledge Networks enable sub-contracting companies to use the same training tools and share learning externally (training out). This ensures training is consistent even if operatives are outsourced. In addition, companies are deploying 3rd party training, including social, product, equipment and site or client specific learning to those who need it (training in). As supply chains become more complex and less linear UhUb believe developing standardised, demonstrable Knowledge Networks will become more valuable.

Training and education can and should go further still. We all understand that if you employ and deploy sta these days you are responsible for them beyond uniform, wages, PPE and basic training and need to consider issues such as their wellbeing by understanding their personal challenges. You are expected to look a er your sta and see them as more than just a skill set or a resource, which in turn creates loyalty and engagement.

Fundamentally we need to realise, as many leaders are, that you cannot teach tomorrow's standards or meet expanding training aspirations with yesterday’s tools and methods. Change is happening quickly, and sorely needed, to ensure a modern quality training o ering is always provided with equity and tools which can cope with future aspirations.

Compass celebrates at ‘Changing One Million Lives’ event

Compass Group

UK & Ireland

has hosted over 100 clients and stakeholders

at an event held at Chelsea Football Club

to discuss the importance of enabling social mobility, alongside learnings and insights. The event, also marked the anniversary of the launch of the company’s ‘Our Social Promise’ – a commitment to positively impact one million lives by 2030.

The Mission to a Million commitment aims to enhance opportunities and change lives, through job creation, education, training, community and charitable engagement. It includes gender, ethnic minority and the industry’s first socio-economic representation targets across its executive team, middle management, junior management and frontline roles, such as cleaners and chefs.

Two in five employees are working extra hours

New research by HR so ware provider Ciphr suggests that the continuing cost-of-living crisis means more people are working extra hours as they struggle to buy food or pay their bills, and fewer are able to a ord to take sick days compared to mid-2022.

Almost half (46 per cent) of respondents have taken on additional hours at work, one in five (19 per cent) now has a second job for extra income and one in three (34 per cent) has been actively job hunting for a higher salaried role, and around a third (36 per cent) of surveyed men and a quarter (26 per cent) of surveyed women have recently requested a pay rise.

A further one in five of all respondents (22 per cent of men and 17 per cent of women) has asked for a promotion; one in eight (16 per cent of men and 11 per cent of women) has asked for extra employee benefits to help their wages go further; and one in 10 (14 per cent of men and seven per cent of women) has asked for a 'one-o ' cost-of-living payment or bonus.

Green careers resource launched

The Institute of Environmental Management and Assessment (IEMA) is launching the Green Careers Hub, a brand-new government backed resource to give insight into the green jobs of the future. Whether you are about to enter the workforce or an experienced professional looking to change career, the Green Careers Hub features a wealth of information for anyone looking to find out more about green skills, green jobs and potential career pathways.

Wates recognised for its commitment to Gender Equality

Wates Group has been named one of The Times Top 50 Employers for Gender Equality in 2023, and has also been recognised by Women Into Construction, who have awarded the Group their Opening Up Opportunities for Female Talent Award 2023. While progress has been made, gender inequalities remain prevalent in UK workplaces, especially in times of economic disruption such as the a ermath of the pandemic and the cost-ofliving crisis.

As a leading family-owned building, development and

property services business, Wates is a key player in one of the UK’s least diverse industries. Committed to creating a fair place to work, the company o ers industryleading family leave, flexible working policies including mentoring circles and reverse mentoring schemes. Wates has also established pioneering relationships with partners like Women into Construction, STEM Returners and STEM Women to create pathways into construction for women in di erent life stages.

Eoghan O’Lionaird, Chief

Executive, Wates Group, said:

“It’s our people who make us successful and we are committed to building a fair place to work where everyone can thrive. We strive to ensure that we hire fairly, we pay fairly, and that all our colleagues are treated fairly.

“To be listed as one of the top 50 employers for gender equality is a testament to this ongoing e ort. We know that we still have much more to do to make our company and the wider built environment industry fair and equitable and we will continue to lead the way.”

New BSI code of practice on how to create a diverse and inclusive workplace culture

The British Standards Institution (BSI) has published guidance designed to help organisations create an increasingly diverse and inclusive workplace culture, which includes demonstrating leadership commitment or adjusting recruitment practices. Diversity, equity and inclusion in the workplace. Code of practice (PAS 1948) has been sponsored by the All-In Diversity Project in response to organisations seeking guidance. It is designed as a practical, one-stop shop for organisations in all sectors in any country looking to develop and implement an e ective diversity, equity and inclusion (DEI) framework.

Areas covered in the free to download standard include understanding and implementing concepts such as ‘diversity of thought’, ‘dimensions of diversity’, ‘intercultural competence’ and ‘cognitive diversity’. It also covers practical measures, including around recruitment and retention DEI, along with incorporating the principle of ‘inclusive by design’ into services, technology, and business models and processes. It also looks at how organisations can address behaviour which is inconsistent with DEI principles, as well as how to engage and support underrepresented social and cultural groups, for example via peer networks.

Kate Field, Global Head of Health, Safety and Wellbeing, BSI, said: “A diverse, equitable and inclusive workplace culture that prioritises people has the potential to be transformative for individuals, organisations, and society. This starts with leadership taking steps to turn ambition into action to build and sustain DEI across their organisation.”

Dreamy summer days are finally here but with great weather comes great responsibility for our engineers!

If you discover a leak when you go for a dip or on your staycation, we’re on hand for all domestic and commercial swimming pools, hotels, caravan parks and holiday let leaks.

We know that English weather can be unpredictable at the best of times, so whether you’re still putting your heating on or have a high water bill, LDS are on hand to pinpoint your leak within 1 metre, without causing any damage in the process.

LDS are the leading leak detection company in the UK and trusted by homeowners, insurance companies and facility properties alike because we find leaks that other companies can’t.

Using years of expertise and experience, state of the art equipment, and perseverance, our engineers have a 99% success rate and won’t rest until they’ve got to the crux of the issue.

We know what our customers need, and aim to deliver every time. That’s why we attend the site, locate the leak and provide a comprehensive report with recommendations and findings within a matter of days.

LDS have engineers on call 24/7 to address any and every need, wherever you are and no matter the leak.

Hygiene solutions your business can trust

Tork and Dettol help you deliver a high standard of hygiene to help you stay on top of operations

For better employee well-being and confidence, Tork and Dettol help you provide a healthy, safe and hygienic workplace with sophisticated and effective hygiene and cleaning solutions and innovative digital services for washrooms and beyond.

Learn more at: tork.co.uk tork.ie